Patrick C. Flood – författare

The communication aspect of leadership – to actively engage your followers and achieve understanding and motivation whilst making the message memorable – has never been more important. Using vivid lessons and examples from spheres outside business organization, The Persuasive Leader explores the leader's role as a communicator and teaches the fundamental principles of successful leadership. This book provides insights and principles about persuasive leadership from a broad range of human experiences. It draws on examples of persuasive leaders and persuasive leadership principles from the performing arts, the fine arts, literature, philosophical writings, and biography. The authors use their unconventional material to explore themes such as moral leadership, toxic leadership, learning from failures, 'distributed' leadership, leading for results and the leader as a mentor and counsellor.Leaders described in The Persuasive Leader:Abraham Lincoln, Jack Welch, Cleopatra, Teddy Roosevelt, Alexander the Great, Rachel Carson, Joshua Chamberlain, Governor John Winthrop, Barack Obamma, Steve Jobs, Henry V, Julius Caesar, John Quincy Adams, Dwight Eisenhower, Susan B. Anthony, Elizabeth Cady Stanton, Huey Long, Napoleon, Ghandi, Sam Walton, Archbishop Sean O'Malley, Benjamin Franklin, Franklin Roosevelt, Jim Sinegal, Dolly Madison, James Jones, Clarence Darrow, William Harvey, Ronald Reagan, Fletcher Christian, Thomas Jefferson, Nelson Mandela, Charles McCormick, George Washington, Oprah Winfrey, Joan of Arc, John Kennedy, Herbert Hoover, Christopher Columbus, Anita Roddick, John DeLorean, Ronald Reagan, Margaret Thatcher, and others less well known persuasive leaders such as Anne Sullivan, TS Lin, Maria Galantry, Dorothy Collins, Scott Nash, Jane Hughes, William Barnes.

The communication aspect of leadership – to actively engage your followers and achieve understanding and motivation whilst making the message memorable – has never been more important. Using vivid lessons and examples from spheres outside business organization, The Persuasive Leader explores the leader''s role as a communicator and teaches the fundamental principles of successful leadership.

This book provides insights and principles about persuasive leadership from a broad range of human experiences. It draws on examples of persuasive leaders and persuasive leadership principles from the performing arts, the fine arts, literature, philosophical writings, and biography. The authors use their unconventional material to explore themes such as moral leadership, toxic leadership, learning from failures, ''distributed'' leadership, leading for results and the leader as a mentor and counsellor.

Leaders described in The Persuasive Leader:

Abraham Lincoln, Jack Welch, Cleopatra, Teddy Roosevelt, Alexander the Great, Rachel Carson, Joshua Chamberlain, Governor John Winthrop, Barack Obamma, Steve Jobs, Henry V, Julius Caesar, John Quincy Adams, Dwight Eisenhower, Susan B. Anthony, Elizabeth Cady Stanton, Huey Long, Napoleon, Ghandi, Sam Walton, Archbishop Sean O''Malley, Benjamin Franklin, Franklin Roosevelt, Jim Sinegal, Dolly Madison, James Jones, Clarence Darrow, William Harvey, Ronald Reagan, Fletcher Christian, Thomas Jefferson, Nelson Mandela, Charles McCormick, George Washington, Oprah Winfrey, Joan of Arc, John Kennedy, Herbert Hoover, Christopher Columbus, Anita Roddick, John DeLorean, Ronald Reagan, Margaret Thatcher, and others less well known persuasive leaders such as Anne Sullivan, TS Lin, Maria Galantry, Dorothy Collins, Scott Nash, Jane Hughes, William Barnes.

Strategy according to Percy Barnevik, Chairman of ABB is 10 per cent vision and 90 per cent execution. Yet standard textbooks of strategic management are decidedly light in terms of their treatment of the organisational issues which frequently derail change initiatives. This text on the implementation of strategy redresses the balance.

Strategy according to Percy Barnevik, Chairman of ABB is 10 per cent vision and 90 per cent execution. Yet standard textbooks of strategic management are decidedly light in terms of their treatment of the organisational issues which frequently derail change initiatives. This text on the implementation of strategy redresses the balance.

Opposing the notion that organisational change can be planned, predicted, or controlled, this timely book offers a critical perspective on change management. Johan Coetsee, Patrick Flood, Steven Kilroy and Teresa O'Hara portray change as a fluid phenomenon shaped by negotiation, tension, and the complex realities of power, politics, and institutions. Consolidating insights from leadership, stakeholder engagement, and ethics, the authors present a context-sensitive understanding of change. They frame leadership as a shared, relational process and critique the tendency to depend excessively on standard metrics, which can obscure vital issues such as trust, legitimacy, and inclusion. Chapters challenge traditional linear models in contemporary fast-paced working environments, defining change as a psychologically and emotionally complex process. They also provide an analytical overview of digital transformation, revealing related hidden issues including confusion over roles and ethical risks. Underscoring the importance of values-driven leadership, the book ultimately identifies how to integrate environmental, social, and governance factors into transformation strategies.Rethinking Change Management is an essential resource for scholars and students of business leadership, management and sustainability, and organisational change and leadership. Organisational development professionals and public and nonprofit sector practitioners will also benefit from its promotion of relational and adaptive approaches to transformation.

Opposing the notion that organisational change can be planned, predicted, or controlled, this timely book offers a critical perspective on change management. Johan Coetsee, Patrick Flood, Steven Kilroy and Teresa O'Hara portray change as a fluid phenomenon shaped by negotiation, tension, and the complex realities of power, politics, and institutions. Consolidating insights from leadership, stakeholder engagement, and ethics, the authors present a context-sensitive understanding of change. They frame leadership as a shared, relational process and critique the tendency to depend excessively on standard metrics, which can obscure vital issues such as trust, legitimacy, and inclusion. Chapters challenge traditional linear models in contemporary fast-paced working environments, defining change as a psychologically and emotionally complex process. They also provide an analytical overview of digital transformation, revealing related hidden issues including confusion over roles and ethical risks. Underscoring the importance of values-driven leadership, the book ultimately identifies how to integrate environmental, social, and governance factors into transformation strategies.Rethinking Change Management is an essential resource for scholars and students of business leadership, management and sustainability, and organisational change and leadership. Organisational development professionals and public and nonprofit sector practitioners will also benefit from its promotion of relational and adaptive approaches to transformation.

Opposing the notion that organisational change can be planned, predicted, or controlled, this timely book offers a critical perspective on change management. Johan Coetsee, Patrick Flood, Steven Kilroy and Teresa O'Hara portray change as a fluid phenomenon shaped by negotiation, tension, and the complex realities of power, politics, and institutions. Consolidating insights from leadership, stakeholder engagement, and ethics, the authors present a context-sensitive understanding of change. They frame leadership as a shared, relational process and critique the tendency to depend excessively on standard metrics, which can obscure vital issues such as trust, legitimacy, and inclusion. Chapters challenge traditional linear models in contemporary fast-paced working environments, defining change as a psychologically and emotionally complex process. They also provide an analytical overview of digital transformation, revealing related hidden issues including confusion over roles and ethical risks. Underscoring the importance of values-driven leadership, the book ultimately identifies how to integrate environmental, social, and governance factors into transformation strategies.Rethinking Change Management is an essential resource for scholars and students of business leadership, management and sustainability, and organisational change and leadership. Organisational development professionals and public and nonprofit sector practitioners will also benefit from its promotion of relational and adaptive approaches to transformation.

"5 stars: Exceptional, a must read for any manager or leader"—Sarah Stocks, Chartered Management Institute (CMI)

"This book is a highly effective, meaningful and user-friendly guide for anyone trying to manage change in a modern organisation today"—inManagement magazine

"If you are looking for a book to give you some hints and tips as to how to manage change better, this will be able to do this. [...] There are some great insights for anyone who is responsible for leading change"—Kyomi Wade, Dialogue Review

Real stories from real CEOs on implementing successful change initiatives in any organization

Change is difficult. In large organizations with established cultures, managing change can be one of the biggest challenges for business leaders and managers. Using a wealth of real stories from real CEOs on how they managed major change initiatives—and the lessons they learned along the way—Change Lessons from a CEO gives professionals and business students powerful and effective guidance on successfully managing change initiatives in any organization. The book''s uniquely flexible approach lets readers build their own models for change based on their unique organizational structure, culture, and situation. Throughout, the book emphasizes the importance of authenticity in the change leader''s role and how to manifest that authenticity throughout a change initiative. With examples and case studies from multinational corporations, non-governmental organizations, and small and medium-size businesses, this book is a valuable tool for leaders of any organization of any size.

Offers real-world insight from CEOs and leaders Ideal for CEOs, managers, leaders of non-profit organizations, consultants, and students in business programs Includes case studies and first-hand accounts of successful change initiatives in a wide range of businesses and organizations of all sizes

Change is inevitable. Managing change initiatives successfully can be the difference between organizations and teams that thrive and those that come apart at the seams. For business leaders and students, this book offers practical and proven guidance for doing change right.

"5 stars: Exceptional, a must read for any manager or leader"—Sarah Stocks, Chartered Management Institute (CMI)

"This book is a highly effective, meaningful and user-friendly guide for anyone trying to manage change in a modern organisation today"—inManagement magazine

"If you are looking for a book to give you some hints and tips as to how to manage change better, this will be able to do this. [...] There are some great insights for anyone who is responsible for leading change"—Kyomi Wade, Dialogue Review

Real stories from real CEOs on implementing successful change initiatives in any organization

Change is difficult. In large organizations with established cultures, managing change can be one of the biggest challenges for business leaders and managers. Using a wealth of real stories from real CEOs on how they managed major change initiatives—and the lessons they learned along the way—Change Lessons from a CEO gives professionals and business students powerful and effective guidance on successfully managing change initiatives in any organization. The book''s uniquely flexible approach lets readers build their own models for change based on their unique organizational structure, culture, and situation. Throughout, the book emphasizes the importance of authenticity in the change leader''s role and how to manifest that authenticity throughout a change initiative. With examples and case studies from multinational corporations, non-governmental organizations, and small and medium-size businesses, this book is a valuable tool for leaders of any organization of any size.

Offers real-world insight from CEOs and leaders Ideal for CEOs, managers, leaders of non-profit organizations, consultants, and students in business programs Includes case studies and first-hand accounts of successful change initiatives in a wide range of businesses and organizations of all sizes

Change is inevitable. Managing change initiatives successfully can be the difference between organizations and teams that thrive and those that come apart at the seams. For business leaders and students, this book offers practical and proven guidance for doing change right.

The communication aspect of leadership – to actively engage your followers and achieve understanding and motivation whilst making the message memorable – has never been more important. Using vivid lessons and examples from spheres outside business organization, The Persuasive Leader explores the leader''s role as a communicator and teaches the fundamental principles of successful leadership.

This book provides insights and principles about persuasive leadership from a broad range of human experiences. It draws on examples of persuasive leaders and persuasive leadership principles from the performing arts, the fine arts, literature, philosophical writings, and biography. The authors use their unconventional material to explore themes such as moral leadership, toxic leadership, learning from failures, ''distributed'' leadership, leading for results and the leader as a mentor and counsellor.

Leaders described in The Persuasive Leader:

Abraham Lincoln, Jack Welch, Cleopatra, Teddy Roosevelt, Alexander the Great, Rachel Carson, Joshua Chamberlain, Governor John Winthrop, Barack Obamma, Steve Jobs, Henry V, Julius Caesar, John Quincy Adams, Dwight Eisenhower, Susan B. Anthony, Elizabeth Cady Stanton, Huey Long, Napoleon, Ghandi, Sam Walton, Archbishop Sean O''Malley, Benjamin Franklin, Franklin Roosevelt, Jim Sinegal, Dolly Madison, James Jones, Clarence Darrow, William Harvey, Ronald Reagan, Fletcher Christian, Thomas Jefferson, Nelson Mandela, Charles McCormick, George Washington, Oprah Winfrey, Joan of Arc, John Kennedy, Herbert Hoover, Christopher Columbus, Anita Roddick, John DeLorean, Ronald Reagan, Margaret Thatcher, and others less well known persuasive leaders such as Anne Sullivan, TS Lin, Maria Galantry, Dorothy Collins, Scott Nash, Jane Hughes, William Barnes.

Encompassing interviews with managing directors and CEOs, this book explores the role of business outsiders as leaders. Viewing the term ‘outsider’ in a broad sense, the book considers leader background, perspective, gender, training and family membership and examines the implications, challenges and benefits brought by outsider leaders to their respective business environments. The authors explore questions and themes such as how outsider leaders can enrich an organisation, the importance of relationships and adopting a ‘hybrid’ approach, illuminated by interviewee perspectives. Introducing discussion and analysis through these narratives, Outsider Leadership distils commonalities to frame understanding of their experiences.