Do you want to improve your leadership? Do you have what it takes to lead? Discover the transformational power of the Pygmalion Effect on your Female Leadership! Unlock your true potential and empower others to do the same! Read the leadership book. A powerful call-to-action for gender equity and women career development oppotunities that offers 15 leader cases for women aspiring to a leadership role—be it in enterprises, politics, business, corporation, or their local community. This book is for young leaders, women leaders and senior leaders. Featuring words of wisdom, experience and tips from female leaders like Oprah Winfrey, Jessica de Alba or Kamala Harris, this empowering study aims to Believe in Yourself like nobody else and succeed on world leadership. Do not miss this opportunity and Improve your Leadership!

Do you want to improve your Leadership? Do you have what it takes to lead? Discover the transformational power of the Pygmalion Effect on your Female Leadership! Unlock your true potential and empower others to do the same! Read the leadership book. This powerful call to action for gender equity and women's career development opportunities offers 15 leadership cases for women aspiring to a leadership role-be it in enterprises, politics, business, a corporation, or their local community. This book is for young leaders, women leaders, and senior leaders. Featuring words of wisdom, experience, and tips from female leaders like Oprah Winfrey, Jessica de Alba, and Kamala Harris, this empowering study aims to Believe in Yourself like nobody else and succeed in world leadership. Take advantage of this opportunity to improve your Leadership!

Barling takes an evidenced-based approach to his subject, relying primarily on knowledge generated from psychological research on organisational leadership conducted around the world, with some personal reflections from two decades of involvement in leadership research and leadership development with executives.

This Research in Organizational Sciences volume to explore and question the received wisdom of organizational sciences. The chapters in this volume (and the companion volume) seek to establish boundary conditions for important organizational constructs and processes. They illustrate the importance of context for interpreting the received wisdom of organizational science by showing when constructs must be adapted to changing circumstances. The volume begins with four chapters looking at the construct of leadership. Each of these addresses an important aspect of our understanding of leadership and its practice. The four chapters on leadership are followed by five chapters dealing with other organizational processes including motivation, organizational change, the role of diversity in organizations and organizational citizenship. The last three chapters deal with the issue of knowledge in large systems. Two chapters address how information may be transmitted across organizations and generations of workers. The final chapter deals with the use of information by organizational decision-makers. The 12 papers in this volume all, in some way question received wisdom and present alternatives which expand our understanding of organizational behavior. These chapters each strive to present new ways of understanding organizational constructs, and in so doing reveal how received wisdom does not always lead to best practice in research or application. It is our hope that these chapters illustrate how challenging received wisdom in organizational studies can provide new ways of thinking about organizational processes. These new ways of thinking in turn can provide better understanding of the processes necessary to increase organizational effectiveness.