Miguel P.e Cunha – författare

Dark Triad in Leaders examines how corporate and political history is filled with ‘successful’ figures who ultimately caused harm, sowed misery and destroyed organizations. Arménio Rego, Miguel Pina e Cunha, Ace V. Simpson, and Stewart R. Clegg explore the concept and consequences of ‘Dark Triad’ (DT) leaders, characterized by high levels of narcissism, Machiavellianism, and psychopathy. DT leaders are particularly dangerous because they resort to seductive and manipulative tactics to reach power and leadership positions and then, if left unchecked, instrumentalize others to pursue their own personal goals. Providing mechanisms for preventing, managing and defending against DT leadership, the authors discuss cases of celebrated leaders that resulted in causing harm and destruction of livelihoods. They emphasize the need to avoid empowering these harmful traits and investigate how susceptible followers and conducive environments can enable individuals with DT characteristics to take power. The book draws on multiple fields, including leadership, organizational psychology, and business ethics, to portray the danger and irresponsibility of success earned at the expense of others. Through theoretical analysis and empirical cases, chapters shed light on the importance of protecting organizations, warning that business schools should be cautious about their teaching methods.This book is a fascinating and crucial read for scholars and students of business leadership, human resource management, organizational behavior, and social psychology. Business professionals and those in management roles will also benefit from its practical insights.

Dark Triad in Leaders examines how corporate and political history is filled with 'successful' figures who ultimately caused harm, sowed misery and destroyed organizations. Armenio Rego, Miguel Pina e Cunha, Ace V. Simpson, and Stewart R. Clegg explore the concept and consequences of 'Dark Triad' (DT) leaders, characterized by high levels of narcissism, Machiavellianism, and psychopathy. DT leaders are particularly dangerous because they resort to seductive and manipulative tactics to reach power and leadership positions and then, if left unchecked, instrumentalize others to pursue their own personal goals. Providing mechanisms for preventing, managing and defending against DT leadership, the authors discuss cases of celebrated leaders that resulted in causing harm and destruction of livelihoods. They emphasize the need to avoid empowering these harmful traits and investigate how susceptible followers and conducive environments can enable individuals with DT characteristics to take power. The book draws on multiple fields, including leadership, organizational psychology, and business ethics, to portray the danger and irresponsibility of success earned at the expense of others. Through theoretical analysis and empirical cases, chapters shed light on the importance of protecting organizations, warning that business schools should be cautious about their teaching methods.This book is a fascinating and crucial read for scholars and students of business leadership, human resource management, organizational behavior, and social psychology. Business professionals and those in management roles will also benefit from its practical insights.

Dark Triad in Leaders examines how corporate and political history is filled with 'successful' figures who ultimately caused harm, sowed misery and destroyed organizations. Armenio Rego, Miguel Pina e Cunha, Ace V. Simpson, and Stewart R. Clegg explore the concept and consequences of 'Dark Triad' (DT) leaders, characterized by high levels of narcissism, Machiavellianism, and psychopathy. DT leaders are particularly dangerous because they resort to seductive and manipulative tactics to reach power and leadership positions and then, if left unchecked, instrumentalize others to pursue their own personal goals. Providing mechanisms for preventing, managing and defending against DT leadership, the authors discuss cases of celebrated leaders that resulted in causing harm and destruction of livelihoods. They emphasize the need to avoid empowering these harmful traits and investigate how susceptible followers and conducive environments can enable individuals with DT characteristics to take power. The book draws on multiple fields, including leadership, organizational psychology, and business ethics, to portray the danger and irresponsibility of success earned at the expense of others. Through theoretical analysis and empirical cases, chapters shed light on the importance of protecting organizations, warning that business schools should be cautious about their teaching methods.This book is a fascinating and crucial read for scholars and students of business leadership, human resource management, organizational behavior, and social psychology. Business professionals and those in management roles will also benefit from its practical insights.

With organizational environments becoming increasingly unstable, uncertain and equivocal, the concept of resilience has become increasingly significant for management studies and practice. Resilience connotes organizational, team and individual capacities to absorb external shocks and to learn from them, while simultaneously preparing for and responding to external jolts. This book pinpoints the essential aspects of managerial and organizational resilience and offers insights that stimulate critical thinking. As the concept of resilience is essentially made up of contrasting forces, the volume presents some innovative synthetic interpretation that allows a deeper comprehension of the phenomenon and provides managers and policy makers with a solid basis for taking their decisions.This book provides an accessible yet rigorous systematization of individual resilience, team resilience and organizational resilience. Rich with real-life concept illustrations and containing practice-oriented tools, reflection questions and exercises, it shows how resilience can be cultivated across levels of organizational aggregation: individuals, teams, organizations and communities. The authors distinguish individual and collective resilience from related constructs and shed light on the boundaries of resilience and its potential implications for management practice. Elgar Introduction to Theories of Organizational Resilience will serve as a key resource for graduate students and advanced undergraduate students as well as academics and practitioners who are interested in deepening their understanding of resilience.

With organizational environments becoming increasingly unstable, uncertain and equivocal, the concept of resilience has become increasingly significant for management studies and practice. Resilience connotes organizational, team and individual capacities to absorb external shocks and to learn from them, while simultaneously preparing for and responding to external jolts. This book pinpoints the essential aspects of managerial and organizational resilience and offers insights that stimulate critical thinking. As the concept of resilience is essentially made up of contrasting forces, the volume presents some innovative synthetic interpretation that allows a deeper comprehension of the phenomenon and provides managers and policy makers with a solid basis for taking their decisions.

This book provides an accessible yet rigorous systematization of individual resilience, team resilience and organizational resilience. Rich with real-life concept illustrations and containing practice-oriented tools, reflection questions and exercises, it shows how resilience can be cultivated across levels of organizational aggregation: individuals, teams, organizations and communities. The authors distinguish individual and collective resilience from related constructs and shed light on the boundaries of resilience and its potential implications for management practice.

Elgar Introduction to Theories of Organizational Resilience will serve as a key resource for graduate students and advanced undergraduate students as well as academics and practitioners who are interested in deepening their understanding of resilience.

Presenting the emergence of new organizational designs in a novel way, this insightful book blends theory and practice to examine major trends and directions, the key ideas that underpin organizational design and how these ideas might be applied. The authors explore how, in a world characterized by relentless change and volatility, traditional bureaucracies of the past are increasingly regarded as being too slow and centralized. Instead, emerging ideas, such as platforms, ecosystems, holacracies, agility and improvisation are gaining purchase. Focusing on key trends and forms of design, the book offers an approach to organizing that accommodates paradoxes and offers a fresh view on managing organizational design. Rich in anecdotes and examples, the Elgar Introduction to Designing Organizations will be a useful guide for business and management scholars and advanced students with a focus on organizational studies and innovation. It will be beneficial for business managers thinking about how to design their organization so that it is fit for contemporary purposes.