Verl Anderson – författare

This comprehensive yet concise book analyses the current status of the 17 Sustainable Development Goals (SDGs) of the UN 2030 Agenda, assessing their progress and providing strategies for achieving them. The authors emphasise the need for urgent action and concerted collaborative efforts to deliver meaningful progress by 2030, as global political turmoil, the Covid-19 pandemic, and climate change have put the SDGs at risk.Pathways and Barriers to Achieving the UN Sustainable Development Goals explores the complex and multifaceted nature of the issues targeted by the SDGs. It highlights that the root causes of these challenges are often difficult to resolve in countries facing social, political and financial turmoil, conditions which can have cascading effects on food, nutrition, health, education, and the environment. With only 15 per cent of SDGs on track for 2030, this book puts forward suggestions on how collective action can overcome the challenges to get the remaining goals back on track.This book is a timely resource for students and academics in the fields of development studies, sustainability, and business and management. It is also an enlightening read for policymakers, NGOs, environmental activists, and those involved in pursuing the SDGs.

This comprehensive yet concise book analyses the current status of the 17 Sustainable Development Goals (SDGs) of the UN 2030 Agenda, assessing their progress and providing strategies for achieving them. The authors emphasise the need for urgent action and concerted collaborative efforts to deliver meaningful progress by 2030, as global political turmoil, the Covid-19 pandemic, and climate change have put the SDGs at risk.Pathways and Barriers to Achieving the UN Sustainable Development Goals explores the complex and multifaceted nature of the issues targeted by the SDGs. It highlights that the root causes of these challenges are often difficult to resolve in countries facing social, political and financial turmoil, conditions which can have cascading effects on food, nutrition, health, education, and the environment. With only 15 per cent of SDGs on track for 2030, this book puts forward suggestions on how collective action can overcome the challenges to get the remaining goals back on track.This book is a timely resource for students and academics in the fields of development studies, sustainability, and business and management. It is also an enlightening read for policymakers, NGOs, environmental activists, and those involved in pursuing the SDGs.

In this timely book, Cam Caldwell, Verl Anderson and Dima Jamali explore the concept of ‘Quiet Quitting’ and its role in business. They focus on what employers and the business community can productively do to reverse the Quiet Quitting phenomenon, while honoring their responsibilities to employees.Drawing on theory and practice, the authors analyze the root causes of the Quiet Quitting trend and identify the shortcomings of today’s leaders, organizations and academic institutions. Chapters cover important topics such as employee motivation and commitment and emphasize the importance of accountability and employee trust. Ultimately, the authors encourage decision makers to rethink their assumptions about the employer-employee relationship and highlight ways to successfully combat the problem of Quiet Quitting.Quiet Quitting and the Leadership Challenge is an important resource for academics and students of business, leadership studies, organizational behavior, human resource management and employment relations. Business professionals will equally benefit from the book’s practical insights.

In this timely book, Cam Caldwell, Verl Anderson and Dima Jamali explore the concept of ‘Quiet Quitting’ and its role in business. They focus on what employers and the business community can productively do to reverse the Quiet Quitting phenomenon, while honoring their responsibilities to employees.

Drawing on theory and practice, the authors analyze the root causes of the Quiet Quitting trend and identify the shortcomings of today’s leaders, organizations and academic institutions. Chapters cover important topics such as employee motivation and commitment and emphasize the importance of accountability and employee trust. Ultimately, the authors encourage decision makers to rethink their assumptions about the employer-employee relationship and highlight ways to successfully combat the problem of Quiet Quitting.

Quiet Quitting and the Leadership Challenge is an important resource for academics and students of business, leadership studies, organizational behavior, human resource management and employment relations. Business professionals will equally benefit from the book’s practical insights.

Our Elgar Concise Introductions are inspiring and considered introductions to the key principles in business, expertly written by some of the world’s leading scholars. The aims of the series are two-fold: to pinpoint essential principles of business and management, and to offer insights that stimulate critical thinking.This Concise Introduction provides an overview of organizational development, addressing the contemporary problems facing organizations. In a world where the body of knowledge doubles annually, but business leaders rely on yesterday’s assumptions, this book demonstrates the importance of creating high performance and high trust cultures.Cam Caldwell, Verl Anderson and Dima Jamali examine the key lessons for leaders and organizations in the 21st century, supplying guidance on deepening intrapersonal relationships within organizations. They discuss the importance of motivation and collaboration, acknowledging timely issues such as mental health, employee wellbeing and engagement, and teamwork. The book evaluates ethical leadership skills and different organizational cultures, developing strategies for driving progression and pioneering change.Key Features:Identifies root causes of toxic workplace cultures that plague modern companiesDelivers practical solutions to address the strategic needs of tomorrow’s organizationsHighlights common failures of leaders and businesses that impact employee trust and commitmentConcise Introduction to Organizational Development is a discerning resource for students and academics in economics and business. Its useful insights on inclusive leadership and conflict resolution are greatly beneficial to industry leaders and those in management positions.

Our Elgar Concise Introductions are inspiring and considered introductions to the key principles in business, expertly written by some of the world's leading scholars. The aims of the series are two-fold: to pinpoint essential principles of business and management, and to offer insights that stimulate critical thinking.This Concise Introduction provides an overview of organizational development, addressing the contemporary problems facing organizations. In a world where the body of knowledge doubles annually, but business leaders rely on yesterday's assumptions, this book demonstrates the importance of creating high performance and high trust cultures.Cam Caldwell, Verl Anderson and Dima Jamali examine the key lessons for leaders and organizations in the 21st century, supplying guidance on deepening intrapersonal relationships within organizations. They discuss the importance of motivation and collaboration, acknowledging timely issues such as mental health, employee wellbeing and engagement, and teamwork. The book evaluates ethical leadership skills and different organizational cultures, developing strategies for driving progression and pioneering change.Key Features:Identifies root causes of toxic workplace cultures that plague modern companiesDelivers practical solutions to address the strategic needs of tomorrow's organizationsHighlights common failures of leaders and businesses that impact employee trust and commitmentConcise Introduction to Organizational Development is a discerning resource for students and academics in economics and business. Its useful insights on inclusive leadership and conflict resolution are greatly beneficial to industry leaders and those in management positions.

This comprehensive yet concise book analyses the current status of the 17 Sustainable Development Goals (SDGs) of the UN 2030 Agenda, assessing their progress and providing strategies for achieving them. The authors emphasise the need for urgent action and concerted collaborative efforts to deliver meaningful progress by 2030, as global political turmoil, the Covid-19 pandemic, and climate change have put the SDGs at risk.Pathways and Barriers to Achieving the UN Sustainable Development Goals explores the complex and multifaceted nature of the issues targeted by the SDGs. It highlights that the root causes of these challenges are often difficult to resolve in countries facing social, political and financial turmoil, conditions which can have cascading effects on food, nutrition, health, education, and the environment. With only 15 per cent of SDGs on track for 2030, this book puts forward suggestions on how collective action can overcome the challenges to get the remaining goals back on track.This book is a timely resource for students and academics in the fields of development studies, sustainability, and business and management. It is also an enlightening read for policymakers, NGOs, environmental activists, and those involved in pursuing the SDGs.

Our Elgar Concise Introductions are inspiring and considered introductions to the key principles in business, expertly written by some of the world’s leading scholars. The aims of the series are two-fold: to pinpoint essential principles of business and management, and to offer insights that stimulate critical thinking.This Concise Introduction provides an overview of organizational development, addressing the contemporary problems facing organizations. In a world where the body of knowledge doubles annually, but business leaders rely on yesterday’s assumptions, this book demonstrates the importance of creating high performance and high trust cultures.Cam Caldwell, Verl Anderson and Dima Jamali examine the key lessons for leaders and organizations in the 21st century, supplying guidance on deepening intrapersonal relationships within organizations. They discuss the importance of motivation and collaboration, acknowledging timely issues such as mental health, employee wellbeing and engagement, and teamwork. The book evaluates ethical leadership skills and different organizational cultures, developing strategies for driving progression and pioneering change.Key Features:Identifies root causes of toxic workplace cultures that plague modern companiesDelivers practical solutions to address the strategic needs of tomorrow’s organizationsHighlights common failures of leaders and businesses that impact employee trust and commitmentConcise Introduction to Organizational Development is a discerning resource for students and academics in economics and business. Its useful insights on inclusive leadership and conflict resolution are greatly beneficial to industry leaders and those in management positions.

In this timely book, Cam Caldwell, Verl Anderson and Dima Jamali explore the concept of ‘Quiet Quitting’ and its role in business. They focus on what employers and the business community can productively do to reverse the Quiet Quitting phenomenon, while honoring their responsibilities to employees.Drawing on theory and practice, the authors analyze the root causes of the Quiet Quitting trend and identify the shortcomings of today’s leaders, organizations and academic institutions. Chapters cover important topics such as employee motivation and commitment and emphasize the importance of accountability and employee trust. Ultimately, the authors encourage decision makers to rethink their assumptions about the employer-employee relationship and highlight ways to successfully combat the problem of Quiet Quitting.Quiet Quitting and the Leadership Challenge is an important resource for academics and students of business, leadership studies, organizational behavior, human resource management and employment relations. Business professionals will equally benefit from the book’s practical insights.

As leaders and organizations struggle to achieve and maintain a competitive advantage, the challenges that they face inevitably are dependent upon the people with whom they work and assisting those people to become their absolute best. Creating interpersonal relationships and an organizational culture that empowers employees require that leaders model the values that they proclaim to others and that they create organizational systems that support those same values. Enlightened leaders recognize that their primary responsibility is to support those whom they lead and serve. An organization's goals must be focused on creating long-term value for customers. Competing in the modern global environment demands that employees throughout the organization are committed to excellence and are given the resources and opportunity to become their absolute best. Excellence can only be achieved when individuals and organizations go the extra mile as well as when employees are treated as owners and partners in the quest for constant improvement. This book identifies the importance of humility as it contributes to enlightened leadership. Leaders with humility understand who they are, care deeply about others, and are committed to constant learning and improvement. In the pages that follow, the authors identify the contribution that humility makes to enlightened leadership and describe how humility supports key factors essential to successful organizations. Leaders can achieve great things when they discover their highest potential, when they assist others to become their best, and when they constantly seek to improve. Humility unlocks the potential in leaders and in the employees that they serve.

The idea that motivation is largely an internally generated desire is sometimes new to individuals. Traditional thinking held by a large portion of the population is that leaders motivate others within organizations, and motivation is impacted predominantly by external incentives that are created to encourage others to conform and comply with desired performance standards. Although many leaders, managers, and supervisors may believe that it is part of their job description to motivate their followers, the opinion of many experts is that motivation is largely an internally generated choice made by each individual. If it is true that motivation is primarily internally generated, perhaps this book should then be accompanied by a “Warning Label” that reads, “Caution! This book may influence your thinking and change your assumptions about yourself!” In fact, the primary purpose of this book is to “hold up a mirror” so that readers may, if they so choose, reflect on themselves and the factors which motivate them individually. If motivation is both individual and highly personal, then it behooves each one of us to thoughtfully undertake a self-assessment process to understand more fully how we are motivated, inspired, and influenced in our daily lives. Throughout this book, we cheerfully admit that we challenge assumptions of “conventional wisdom” that are often held by the average person. Much of what we think we know needs to be confirmed or disconfirmed in this world and there is no better place to validate what we actually know than with our efforts to understand ourselves. The theme of this book is clear and straight forward. “Each individual is far more capable of accomplishing great things than he or she can even imagine – and understanding our own identity can enable us to more completely honor our potential.” That’s the main idea of this book – and we think it’s both a powerful message and a worthy subject to study and understand for every person who picks up this book or who accesses it online. There are very few simple issues in life, and certainly the complex nature of each person’s world is no exception. The effort that individuals make to understand what matters most in their lives is rarely consciously undertaken – or compared with how those individuals actually invest their time each day. In this book we address why individuals make so many of the errors associated with self-deception, cognitive dissonance, and downright personal dishonest or lying to oneself. More importantly, we also address how readers can reflect on those common practices and make the decision to change dysfunctional patterns and self-defeating behaviors that cause so many people to underperform in life. If you wish to gain a clearer understanding of yourself and the degree to which your actions are inconsistent with what you think matters most, then perhaps this book is just what you have been looking for. We encourage each reader to make the personal investment to examine each chapter of this book and determine how its contents can change their life. Our promise to you is that this book and its contents can help you to have a clearer understanding of yourself, your habits, your inconsistencies, and your values. The contents of this book contain principles, guidelines, and concepts that you can ponder, test, and evaluate – and our commitment to you is that you will become a more enlightened and insightful person if you incorporate the ideas suggested herein. So, we hope that you choose to be motivated – that you make the affirmative choice to read the pages of this book, to contemplate its message, and apply its insights. That decision to invest in yourself can enable you to live a more fulfilling life, have more meaningful relationships with others, and be more successful in accomplishing your personal and professional goals. The decision to be motivated to read this book is yours. We hope you will find this book to be a useful resource and that its contents will bless your life.

The desire for the power to control the conditions in one’s life is a basic need possessed by virtually everyone. Power is sometimes associated with the desire for personal safety. It is also referred to as closely associated with free will, the ability to choose, and the degree to which a person can influence others. In individualistic societies, personal power is a primary value of the culture and is considered more important than the priorities of the group. This book is about “power with” rather than “power over” others – but also addresses power within oneself. We have written with the intent to help leaders to more effectively empower others within their organizations – but we have focused as well on the critical importance of self-empowerment and the ability of individuals to take control of their own lives to become the best persons that they can be. It is painfully evident that today’s leaders have failed badly at empowering their employees – resulting in relationships that are frequently strained and generating employee commitment that is often “marginal” at best. Worldwide, empowerment and employee engagement are both low and employees have lost trust for leaders in organizations of all types. The inability of organizations to engender employee commitment and extra-mile performance detracts from the ability of companies to compete in today’s global environment – but “old style” command and control management policies nonetheless prevail in many companies – to the detriment of the companies, their customers and employees, and to society at large. Self-empowerment is equally a problem. Employees who wish to grow and progress on the job are common – but 70% of all employees today report that they are actively looking for a new job and many have a low regard for their companies and their companies’ leaders. Opportunities for growth are often diminished as managers and supervisors fail to involve their employees in decisions critical to their companies’ success. Yet the status quo prevails. We focus not only on employee self-empowerment but on the personal self-development that many individuals yearn for as they strive to “find their voice” and become the best possible version of themselves. We cite scholars from a broad variety of disciplines in offering their wisdom and add recommendations that can help individuals to acquire the traits and qualities so important to self-improvement. We encourage the readers to invest their time and effort to not only reading this book but to reflecting on its insights. Our intention is to help every reader to discover within themselves abilities and opportunities beyond their expectations as they strive to achieve the success that empowerment and self-empowerment make possible.

We live in a time when trust in leaders at all levels of society has declined, when students at colleges and universities openly acknowledge that they cheat, and when the reputations of even the most admired leaders have been sullied by misconduct. It is a time when the future of tomorrow’s generation appears to be growing dimmer and those who have passed on burdens that will have to be borne have clearly neglected their moral responsibilities. Fixing the blame is far less important than fixing the problem. The root cause of today’s concerns and tomorrow’s future lies in the failure of those who claimed to be trusted leaders to demonstrate personal integrity. This book introduces the concept of “moral identity” as a metric for leaders and organizations of all types to reexamine their moral responsibility. We suggest that moral identity provides a compass for leaders and organizations to adopt in rethinking their obligations to themselves, to their associates, to their customers, to society, and to future generations. The book includes a metric for personal self-assessment, for guiding individuals and organizations, and for establishing a standard for evaluating those who aspire to lead. This book takes a harsh look at the failings of leaders and provides a meaningful resource to those who are willing to lead society to rethink its future.