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Topics: Information-BooksPersonal Development-GeneralInnovation-Innovation and ManagementLeadership-Leadership DevelopmentThe Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work
by Teresa Amabile and Steven Kramer
(Harvard Business Review Press)
The best managers build a group of employees who have great inner work lives: consistently positive emotions, strong motivation, and favorable opinions of the organization, their work, and their colleagues. It’s forward momentum in meaningful work — progress — that creates the best inner work lives. Amabile, the Edsel Bryant Ford Professor of Business Administration, and her coauthor explain how managers can foster employee progress by activating two forces that enable progress: catalysts (events that facilitate project work, such as clear goals and autonomy) and nourishers (interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality).
Higher Ambition: How Great Leaders Create Economic and Social Value
by Michael Beer and coauthors
(Harvard Business Review Press)
As global competition stiffens and enterprises face increasing public scrutiny, successful leaders must win on all fronts, with their people, customers, communities, and shareholders. Beer, the Cahners-Rabb Professor of Business Administration, Emeritus, and his coauthors examine the practices of diverse companies such as Infosys, Nokia, Tata, and Campbell Soup to identify specific leadership goals essential for achieving sustainable value across all constituencies.
The Innovator’s DNA: Mastering the Five Skills of Disruptive Innovators
by Jeff Dyer, Hal Gregersen, and Clayton M. Christensen
(Harvard Business Review Press)
Christensen, the Robert and Jane Cizik Professor of Business Administration, and his coauthors identify five abilities demonstrated by the best innovators: drawing connections between ideas from unrelated fields; challenging common wisdom; scrutinizing the behavior of customers, suppliers, and competitors to find new ways of doing things; constructing interactive experiences and provoking unorthodox responses to see what insights emerge; and meeting people with different ideas and perspectives. The authors explain how to generate ideas with these skills, collaborate with colleagues to implement ideas, and build innovation skills throughout the firm.
What to Ask the Person in the Mirror: Critical Questions for Becoming a More Effective Leader and Reaching Your Potential
by Robert Steven Kaplan
(Harvard Business Review Press)
Even successful leaders go through periods of confusion and uncertainty. But they know how to step back, reflect, and ask questions that enable them to diagnose problems, change course, and advance their careers, writes Professor of Management Practice Kaplan. He notes that such questions might include: Do I state my vision and priorities clearly? Does the way I spend my time enable me to achieve my top priorities? Do I give subordinates timely and direct feedback they can act on? Is my leadership style still effective, and does it reflect who I truly am? Have I developed a succession road map?
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