The traditional model of the heroic leader single-handedly piloting the organization was always something of a myth, but it is especially unrealistic now. We live in a complex, fast-evolving, highly connected world. There is simply too much for a single person to keep track of or to address successfully. Leaders today must not only optimize all their own facultiesmind, body, and spiritthey must harvest the full capacities of those around them.To discover what leadership models are working now, the prestigious Fetzer Institute, along with the University of Marylands School of Public Policy, and the International Leadership Association, brought together an impressive, interdisciplinary group of scholars and practitioners. The group drew on psychology, sociology, neuroscience, organizational change theory, myths and wisdom traditions, social networking theory, and the actual experiences of successful leaders to discover how leaders today achieve transformational results.The first part of the book offers an overview of what transformational leadership is, how it works, and how it is evolving. The second part shows readers how to increase cognitive complexity, link up their conscious and unconscious minds, and lead in ways that connect mind, heart, and spirit. The third part describes ways of leading groups to harvest collective wisdom and promote coordinated performance in the service of transformational ends. The conclusion explores how transformational communication can anchor new learnings so that they become habitual.Overall, The Transforming Leader reframes the challenge of leading in todays interdependent, unpredictable world. Its message is that if we update our thinking, enhance the quality of our being, deepen our sense of relatedness with the ecology of our natural and social worlds, and practice transformational communication, things no longer have to be so hard.
About the Author :
Carol S. Pearson, Ph.D., is President of Pacifica Graduate Institute, an accredited graduate school in Santa Barbara, CA, offering masters and doctoral degree programs framed in the traditions in depth psychology. She has taught and held senior administrative positions at several major universities, including the University of Maryland, the University of Colorado, and Georgetown University. Before coming to Pacifica, she was Director of the James MacGregor Burns Academy of Leadership and a member of the faculty in the School of Public Policy at the University of Maryland. From 1998 to 2000, Dr. Pearson served as Senior Editor of The Inner Edge: A Resource for Enlightened Business Practice, a bi-monthly magazine. She is the author of The Organizational and Team Culture Indicator (OTCI), an instrument that measures the archetypes active in teams and organizational cultures. The OTCI was acquired by Kenexa, a global human resources company, which translated it into numerous languages and uses it with clients all over the world under the name Kenexa Cultural Insight. With Hugh Marr, she developed The Pearson-Marr Archetype Indicator, an instrument that measures archetypes active in individuals.
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