This book explains why leaders choose social democracy, revolution, or moderate syndicalism to mobilize workers, and why it matters. In some countries, leaders have responded effectively to their political environment, while others have made ill-fitting choices. Vössing explains not only why leaders make certain choices, but also how their choices affect the success of interest mobilization and subsequent political development. Using quantitative data and historical sources, this book combines an analysis of the formation of class politics in all twenty industrialized countries between 1863 and 1919 with a general theory of political mobilization. It integrates economic, political, and ideational factors into a comprehensive account that highlights the critical role of individual leaders.

A tried-and-true CEO shows how to effectively translate business priorities in a manner that mobilizes and unites a team behind one holistic strategy. All growth comes with growing pains—especially corporate growth. Larry Solomon, CEO of Solomon People Solutions and former executive vice president of human resources for the Dr Pepper Snapple Group, tackles the major challenges of mobilizing employees in his new book, Translate, Motivate, Activate. Using proper change management, team leaders can unify employees by following Solomon’s four principles: engage, align, enable, and sustain. Through discussion and professional examples from Solomon’s career, learn how to effectively communicate not just the plan but the vision of success to employees of all levels. Translate the company’s vision to apply to the actions of each employee. Motivate team members to work towards a common goal. Activate individuals’ unique skills to unlock your company’s full potential. Join Solomon on an enlightening discussion of the power that lies in communication, empathy, and teamwork. “Solomon lays out a logical and practical approach for effective translation of strategy into day-to-day actions of employees at every level of an organization. Visionary leaders need great translators. I encourage every CEO to read this book and share these proven effective methods with the head of their HR department.” —Larry Young, President and CEO, Dr Pepper Snapple Group “This is a must-read whether you are a general manager or a functional head, and especially if you need convincing that in any change people truly do matter.” —Patrick Fleming, business consultant and former Cadbury Schweppes executive

Why are some civic associations better than others at getting - and keeping - people involved in activism? From MoveOn.org to the National Rifle Association, Health Care for America Now to the Sierra Club, membership-based civic associations constantly seek to engage people in civic and political action. What makes some more effective than others? Using in-person observations, surveys, and field experiments, this book compares organizations with strong records of engaging people in health and environmental politics to those with weaker records. To build power, civic associations need quality and quantity (or depth and breadth) of activism. They need lots of people to take action and also a cadre of leaders to develop and execute that activity. Yet, models for how to develop activists and leaders are not necessarily transparent. This book provides these models to help associations build the power they want and support a healthy democracy. In particular, the book examines organizing, mobilizing, and lone wolf models of engagement and shows how highly active associations blend mobilizing and organizing to transform their members' motivations and capacities for involvement. This is not a simple story about the power of offline versus online organizing. Instead, it is a story about how associations can blend both online and offline strategies to build their activist base. In this compelling book, Hahrie Han explains how civic associations can invest in their members and build the capacity they need to inspire action.

The most trusted source of leadership wisdom, updated to address today's realities The Leadership Challenge is the gold-standard manual for effective leadership, grounded in research and written by the premier authorities in the field. With deep insight into the complex interpersonal dynamics of the workplace, this book positions leadership both as a skill to be learned, and as a relationship that must be nurtured to reach its full potential. This new seventh edition has been revised to address current challenges, and includes more international examples and a laser focus on business issues; you'll learn how extraordinary leaders accomplish extraordinary things, and how to develop your leadership skills and style to deliver quality results every time. Engaging stories delve into the fundamental roles that great leaders fulfill, and simple frameworks provide a primer for those who seek continuous improvement; by internalizing key insights and putting concepts into action, you'll become a more effective, more impactful leader. A good leader gets things done; a great leader aspires, inspires, and achieves more. This book highlights the differences between good and great, and shows you how to bridge the chasm between getting things done and making things happen. Gain deep insight into leadership's critical role in organizational health Navigate the shift toward team-oriented work relationships Motivate and inspire to break through the pervasive new cynicism Leverage the electronic global village to deliver better results Business is evolving at an increasingly rapid rate, and leaders must keep pace with the changes or risk stagnation. People work differently, are motivated differently, and have different expectations today—business as usual is quickly losing its effectiveness. The Leadership Challenge helps you stay current, relevant, and effective in the modern workplace.

Historically, Latin American political regimes have sought to postpone far-reaching economic reforms and improvements in living standards in order to facilitate the accumulation of private capital. These goals have led to exclusion of the lower classes from the political process altogether or to efforts to control their political mobilization. The ability of governments to maintain such control has often been attributed to the lack of political sophistication by the working class or to the distribution of benefits through patron-client networks designed to preserve the hegemony of ruling parties. Using new survey data from 500 industrial workers in Mexico and Venezuela, Charles L. Davis now questions these conventional explanations and two others: that industrial workers are part of a "labor aristocracy" and are therefore content with the performance of the capitalist regimes, and that political control is exercised through restriction of partisan competition and thus of opportunities for workers to challenge developmental priorities and public policy goals. Davis's study demonstrates that working-class mobilization is more firmly controlled in Mexico's one-party dominant political system than in Venezuela's two-party system. He finds little evidence that political participation in either country is guided by labor unions with ties to dominant parties. Nor are these workers content with the performance of the regimes or lacking in political sophistication. The primary explanation for their psychological disengagement from politics and avoidance of protest voting appears to be the lack of meaningful electoral options. Davis's two case studies provide important new insights into an issue that appears certain to remain ex-plosive as dissident labor leaders in Latin America seek to mobilize working-class opposition to existing state developmental strategies.

Volume numbers determined from Scope of the guidelines, p. 12-13.

In times of constant change, adaptive leadership is critical. This Harvard Business Review collection brings together the seminal ideas on how to adapt and thrive in challenging environments, from leading thinkers on the topic—most notably Ronald A. Heifetz of the Harvard Kennedy School and Cambridge Leadership Associates. The Heifetz Collection includes two classic books: Leadership on the Line, by Ron Heifetz and Marty Linsky, and The Practice of Adaptive Leadership, by Heifetz, Linsky, and Alexander Grashow. Also included is the popular Harvard Business Review article, “Leadership in a (Permanent) Crisis,” written by all three authors. Available together for the first time, this collection includes full digital editions of each work. Adaptive leadership is a practical framework for dealing with today’s mix of urgency, high stakes, and uncertainty. It has been used by individuals, organizations, businesses, and governments worldwide. In a world of challenging environments, adaptive leadership serves as a guide to distinguishing the essential from the expendable, beginning the meaningful process of adaption, and changing the status quo. Ronald A. Heifetz is a cofounder of the international leadership and consulting practice Cambridge Leadership Associates (CLA) and the founding director of the Center for Public Leadership at the Harvard Kennedy School. He is renowned worldwide for his innovative work on the practice and teaching of leadership. Marty Linsky is a cofounder of CLA and has taught at the Kennedy School for more than twenty-five years. Alexander Grashow is a Senior Advisor to CLA, having previously held the position of CEO.