Listen to people in every field and you'll hear a call for more sophisticated leadership—for leaders who can solve more complex problems than the human race has ever faced. But these leaders won't simply come to the fore; we have to develop them, and we must cultivate them as quickly as is humanly possible. Changing on the Job is a means to this end. As opposed to showing readers how to play the role of a leader in a "paint by numbers" fashion, Changing on the Job builds on theories of adult growth and development to help readers become more thoughtful individuals, capable of leading in any scenario. Moving from the theoretical to the practical, and employing real-world examples, author Jennifer Garvey Berger offers a set of building blocks to help cultivate an agile workforce while improving performance. Coaches, HR professionals, thoughtful leaders, and anyone who wants to flourish on the job will find this book a vital resource for developing their own capacities and those of the talent that they support.

Contrary to the prevailing notion that people are an organization's greatest asset, leadership expert Antony Bell draws together compelling evidence to argue that it is leaders that take companies from good to great. Bell goes right into the heart of what defines this greatness: knowledge, skills, and talents combined with the inner qualities that drive noble action.

In an age of increasing complexity, our hope as leaders lies not in gaining control, but in relying on emergent order. Most leadership books promise to help you get control of your business, your career, and your life. In Getting Out of Control: Emergent Leadership in a Complex World, Neil Chilson flips this formula on its head. Emergent order-order with no single individual or entity in control-surrounds us. From ant colonies to our brains, cities, and economies, emergent order sustains powerful and complex systems that no one designed and no one controls. Awash in this complexity, we have less control than we imagine or wish. Chilson explains how this emergent order confounds managers who grasp for control but holds great promise for leaders willing to adopt an emergent mindset. Getting Out of Control explains why effective leaders seek to influence rather than to control. Chilson offers real-world examples of successful and failed leadership from Washington, D.C.'s halls to Silicon Valley's workstations. He distills six principles of the emergent mindset to help leaders in public, corporate, or private life maximize their influence and avoid the pointless pursuit of control in this complex, out-of-control world.

From the New York Times bestselling author of My Share of the Task and Leaders, a manual for leaders looking to make their teams more adaptable, agile, and unified in the midst of change. When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004, he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly, strike ruthlessly, then seemingly vanish into the local population. The allied forces had a huge advantage in numbers, equipment, and training—but none of that seemed to matter. To defeat Al Qaeda, they would have to combine the power of the world’s mightiest military with the agility of the world’s most fearsome terrorist network. They would have to become a "team of teams"—faster, flatter, and more flexible than ever. In Team of Teams, McChrystal and his colleagues show how the challenges they faced in Iraq can be rel­evant to countless businesses, nonprofits, and or­ganizations today. In periods of unprecedented crisis, leaders need practical management practices that can scale to thousands of people—and fast. By giving small groups the freedom to experiment and share what they learn across the entire organiza­tion, teams can respond more quickly, communicate more freely, and make better and faster decisions. Drawing on compelling examples—from NASA to hospital emergency rooms—Team of Teams makes the case for merging the power of a large corporation with the agility of a small team to transform any organization.

In Making Space: Strategic Leadership for a Complex World, Dr. Wanda M. Austin, president and CEO of The Aerospace Corporation, shares leadership lessons that she has learned during her decades-long career as an engineer and executive in the space industry. "Leadership is not a birthright; it is a skill. Leaders can come from anywhere and in any form," says Austin, noting "there was a societal assumption that an African American woman from the inner city in the 1960s could not be a leader." In this book, Austin shows how she proved that assumption wrong, relying on the encouragement and mentorship of others, while developing the work ethic, values, and skills that took her to the top position in The Aerospace Corporation, a leading architect of the nation's national security space programs. Austin, who became president and CEO of The Aerospace Corporation on January 1, 2008, is internationally recognized for her work in satellite and payload system acquisition, systems engineering, and system simulation. She serves on the President's Council of Advisors on Science and Technology, was appointed to the Defense Science Board in 2010, and was appointed to the NASA Advisory Council in 2014. Among the topics covered in her book are: * Leading through Unexpected, Uncertain, and Intentional Change * Stacking the Deck: The Tactics of Strategic Leadership, and * Building Your Team The Aerospace Corporation is a California nonprofit corporation that operates a federally funded research and development center and has approximately 3,600 employees. It provides guidance and advice to military, civil, and commercial customers to ensure the success of complex, technology-based programs. The Aerospace Corporation, which has annual revenues of more than $900 million, is headquartered in El Segundo, California, with multiple locations across the United States.

Outlines an approach to high-performance problem solving and decision making that draws on insights from survival guides, pop culture, and other sources.

At all levels and in all organisations, leaders face a rising tide of mistrust in a world that's increasingly complex and interconnected. If they are to survive and thrive, these leaders, their teams and their organisations are going to need to be simultaneously Authentic, Responsible and Courageous. This is the first book to bring those three critical qualities together. It's heavily researched but eminently readable. It walks with you, not judging you. It accepts that these three ARC qualities can be hard to live up to, and it provides a practical programme for getting a whole lot better at it. In doing so, it will help you: adopt new ways of thinking and leading in an increasingly complex world increase people's trust in you and your organisation navigate the conflicting priorities of diverse stakeholders build better, more resilient teams that deliver far more than the sum of their parts "One of the most thought-provoking books I've ever read. It's a book shareholders will be waving at CEOs." Tim Patterson, Vice President, Nickelodeon "Positive, hopeful, intelligent, friendly, shrewd, eye-opening, evidence-based and incredibly generous. It challenges and supports us like a great coach or trainer would do... part character review, part campaign for personal overhaul." Phil Hayes, Chairman, Management Futures "Business schools in particular would do well to pay attention: given what's gone on in corporations, they need to take greater responsibility for producing future leaders who aren't simply able to profitably grow a business, but are - to their core - Authentic, Responsible and Courageous." Karen Lombardo, former Worldwide Head of Human Resources, Gucci Group"