Shares cases of employee mistreatment from factory workers to corporate executives, describes the types of tactics used by abusive bosses, and offers advice on handling the situation

Hornstein's book is a breakthrough for the leadership required to build healthy organizations. His formula, the three R's--reward, respect and recognition--reflect 30 years of real-world case studies from actual enterprise consulting assignments.

Bad or toxic leadership, abusive supervision, and petty tyranny in organizations are perennial issues. But to date, there has been little effort to examine the scope and nature of bad leadership in the military. Tarnished rectifies that lack of attention by defining the problems and suggesting possible solutions appropriate to the military's unique structure and situation. Leadership is central to the identity of the U.S. military. Service academies and precommissioning processes have traditionally stressed the development of conscientious leaders of character. The services regularly publish doctrinal works and professional journal articles focusing on various aspects of leadership. Unsurprisingly, in most of those publications leadership is presented as a universally positive notion, a solution to problems, and something to be developed through an extensive and costly system of professional military education. Leadership expert George E. Reed, however, focuses on individual experiences of toxic leadership at the organizational level, arguing that because toxic leadership has such a detrimental impact on the military organizational culture, additional remediation measures are needed. Reed also demonstrates how system dynamics and military culture themselves contribute to the problem. Most significant, the book provides cogent advice and insights to those suffering from toxic leaders, educators developing tomorrow's military leaders, and military administrators working to repair the current system.

Toxic work culture is driving away 1 in 5 employees at an annual cost of US $44.6 billion to American organizations. Yet ironically, toxic leaders often achieve stellar financial profits, continue to get promoted and remain in their leadership roles. In Toxic Leaders and Tough Bosses - Organizational Guardrails to Keep High Performers on Track, employment law attorney Teresa A. Daniel JD, PhD, draws upon numerous studies and interviews to show the real, devastating impact of toxic workplace culture and why leaders must care. This book discusses what signs to look out for in a toxic workplace, factors that promote toxic behavior, types of leaders and how they impact their organization, the role of HR in managing employee wellbeing, and what to look out for in exceptional leaders. With evidenced-based strategies for building stronger workplace culture, including tools to help organizations develop better leaders and managers, it makes a compelling case for eradicating toxic leaders as a priority. Toxic Leaders and Tough Bosses is for organizational leaders, mid-level managers, supervisors, HR practitioners and anyone else invested in implementing new, tried and tested ideas to improve their organization's culture to create and sustain its optimum success.

Through the first half of the twentieth century, emotions were a legitimate object of scientific study across a variety of disciplines. After 1945, however, in the wake of Nazi irrationalism, emotions became increasingly marginalized and postwar rationalism took central stage. Emotion remained on the scene of scientific and popular study but largely at the fringes as a behavioral reflex, or as a concern of the private sphere. So why, by the 1960s, had the study of emotions returned to the forefront of academic investigation? In Science and Emotions after 1945, Frank Biess and Daniel M. Gross chronicle the curious resurgence of emotion studies and show that it was fueled by two very different sources: social movements of the 1960s and brain science. A central claim of the book is that the relatively recent neuroscientific study of emotion did not initiate – but instead consolidated – the emotional turn by clearing the ground for multidisciplinary work on the emotions. Science and Emotions after 1945 tells the story of this shift by looking closely at scientific disciplines in which the study of emotions has featured prominently, including medicine, psychiatry, neuroscience, and the social sciences, viewed in each case from a humanities perspective.

Organization 21C: Someday All Organizations Will Lead This Way brings together 19 all-new essays by the world's leading management thinkers, covering every key driver of organizational success: leadership, process, people, and organizational design. You'll find breakthrough ideas and practical solutions for virtually every tactical and strategic challenge you face. Key topics include: James Champy's X-engineering, Total Rewards Management, the "New Boardroom," the changing nature of power and influence, building workable hierarchies and sustainable organizations, and new best practices for leading change.

Is bullying really that bad? Why do some people just watch it happening? How do you know if it is bullying or strong management? What kind of leaders are able to create positive working environments? The effects of bullying on organisations and individuals can be devastating and can adversely affect both the workers themselves and the productivity of the organisation that they work for. This book explores the impact of bullying from the perspective of both the employee and the organisation in which they work. In addition to describing the negative outcome of bullying, Workplace Bullying also looks at ways to promote resilience and the opportunity for growth and learning to take place. Divided into four sections, this book covers: the impact and symptoms of workplace bullying individual interventions organisational interventions underlying causes and future considerations. Workplace Bullying is essential reading for anyone with responsibility to help and support workers involved in bullying as a victim, supporter, or investigator. It offers organisations a chance to create an environment that will not only build a more resilient workforce, providing appropriate and effective interventions, but also provides solutions that will lead to the possibility of individual and organisational growth and development.