Sudhanshu Palsule – författare

Managing in Four Worlds Managing in Four Worlds is the first business book to focus simultaneously on physical and human nature, as embodied in culture, as a basis of sustainable business development internationally. The authors combine key concepts from the new physics, developmental psychology and ecology to develop a theory and practice of business that can be applied anywhere in the world.The book draws upon the four main major cultures from around the globe — pragmatism, rationalism, holism and humanism — and combines threads from each to create a new, commercially effective and psychologically fulfilling a proach to enterprise and work. In doing so, tke approach that Lessem and Palsule take straddles the culture and approaches of the North, South, East and West. They have created an entirely original overarching theory of business that applies simultaneously to organizational learning, business innovation, and managing across cultures.

In a world increasingly driven by artificial intelligence, leadership needs to move beyond the "agile" approach that dominated organizational leadership practices at the end of the 20th century. What is required now for successful leaders is a skillful juxtaposition of proactivity and humility, which we call "guiding the tide." Successful leaders of today must demonstrate personal agency in order to guide the tide of events around them rather than have the tide of events sweep them along. The "tide," like a river within an ocean akin to a gulf stream, is a unique, ever-changing stream of business systems, technology, consumers, and competitors. This book uses storytelling, examples, and clear, everyday language to blend leading-edge psychological research and leadership practices with the authors’ own work in coaching, assessing, and developing leaders for three decades around the world. The book takes the reader on a journey through three major learnings: First, the authors describe the nature of the tide and the demands on leaders to move beyond a reactionary, agile approach toward the forward-leaning, active stance of personal agency. Second, they describe three critical practices to successfully lead with agency and guide the tide: Honest Engagement – the practice of dealing with others from a place of openness, honesty, and a willingness to be vulnerable. Addressing Reality – the practice of seeing the world as it is rather than as we wish it to be, the ability to separate fact from fiction and data from desire. Adaptive Impact – the practice of driving the organization, team, and oneself forward in a way that creates results-beyond- results, that is, delivering goals while building followership, sustainability and "Humanocity" – the integration of human creativity and judgment with the efficiency of digital automation. Third, they offer leaders a practical path to achieving the personal agency to successfully guide their organization through the tide that shapes their world.

In a world increasingly driven by artificial intelligence, leadership needs to move beyond the "agile" approach that dominated organizational leadership practices at the end of the 20th century. What is required now for successful leaders is a skillful juxtaposition of proactivity and humility, which we call "guiding the tide." Successful leaders of today must demonstrate personal agency in order to guide the tide of events around them rather than have the tide of events sweep them along. The "tide," like a river within an ocean akin to a gulf stream, is a unique, ever-changing stream of business systems, technology, consumers, and competitors. This book uses storytelling, examples, and clear, everyday language to blend leading-edge psychological research and leadership practices with the authors’ own work in coaching, assessing, and developing leaders for three decades around the world. The book takes the reader on a journey through three major learnings: First, the authors describe the nature of the tide and the demands on leaders to move beyond a reactionary, agile approach toward the forward-leaning, active stance of personal agency. Second, they describe three critical practices to successfully lead with agency and guide the tide: Honest Engagement – the practice of dealing with others from a place of openness, honesty, and a willingness to be vulnerable. Addressing Reality – the practice of seeing the world as it is rather than as we wish it to be, the ability to separate fact from fiction and data from desire. Adaptive Impact – the practice of driving the organization, team, and oneself forward in a way that creates results-beyond- results, that is, delivering goals while building followership, sustainability and "Humanocity" – the integration of human creativity and judgment with the efficiency of digital automation. Third, they offer leaders a practical path to achieving the personal agency to successfully guide their organization through the tide that shapes their world.

Technology, global economics, and demographics are colluding to create workspaces that thrive on communities rather than hierarchies. Our industrial paradigm with its roots in the military is swiftly being replaced by a paradigm based on networks that are held together by passion and social connections, and fueled by instantaneous interactions between members of communities. This new paradigm is creating a massive impact on how we think about successful leadership and how we develop leaders. We have found that this shift involves thinking of leaders more as Mayors and less as Generals.  The Social Leader structures a new approach to leadership and provides tools for leaders to understand themselves in this new era of connectedness and community. Authors Frank Guglielmo and Sudhanshu Palshule describe and explain the five new imperatives of leadership, the Tenets of Social Leadership, illustrating ways for leaders and would-be leaders to reimagine their personal narratives and their leadership capabilities.

The rehumanization of leadership has become one of the most pressing issues of our times. This book offers an antidote to the linear and fragmented leadership models that emerged out of the industrial mindset. Rather than pay lip-service to values, which has been the 20th century approach to addressing anything higher than strategy, we demonstrate that it is purpose that must be discovered. The authors make a compelling case for rehumanizing leadership and provide you the simple tools you need to lead your organization in the 21st century.

A unique analysis of how a combination of diverse, culturally based approaches are implicitly or explicitly built into the development of a business or organisation. Addressing key issues in developmental management, the author demonstrates how principles of ecology can be applied to different stages of organisational development at both local and global level.Distinctive features include:* examination of management and organisational development from a post-modern perspective* up-to-date case material from a wide range of organisations, spanning the public, private and civic sphere* development of a transcultural approach to the study of management principles and practices, incorporating practical and theoretical insights from across the globe.