New from Richard Barrett, The New Leadership Paradigm is more than a leadership text book (530 pages), it is a state-of-the-art learning system for 21st century leaders. The book is in six parts. Part 1 describes the fundamental principles and concepts that lie at the core of the New Leadership Paradigm learning system. Parts 2, 3, 4 & 5 apply these principles to Leading Self, Leading a Team, Leading an Organisation, and Leading in Society. The final part includes three annexes: information about the New Leadership Paradigm leadership development learning system; an overview of the Cultural Transformation Tools and an overview of the origins of the seven levels of consciousness model.

As a relatively young field, emergency management has already undergone considerable evolution and change. And now that Web 2.0 technologies and social media sites such as Facebook and Twitter have become inherently ingrained in all facets of our lives, emergency managers must once again re-evaluate best practices and standardized approaches.Provid

In Part One of this title, Gayle Avery integrates a fragmented field into four broad paradigms or forms of leadership, helping to simplify and clarify the ill-defined field of leadership. Part Two provides 10 case studies from leading organizations across Europe, Australia and the USA.

What is leadership? How do you develop your leadership abilities? How is leadership different from management? How does leadership contribute to professional and personal success…improve patient care…and affect the future of nursing? An easy-to-read, interactive approach helps you to identify the characteristics of leaders and followers and illustrates not only how, but also when to use the qualities associated with each to achieve professional and personal success. Excellent book for nurse leadership. “This should be mandatory reading for all nurses.”—John P., Online Reviewer

Reimagining Leadership on the Commons examines leadership approaches derived from an, open, whole systems perspective and a more collaborative paradigm that recognizes that rather than being individualist self-maximizers, people prefer to work together to share benefits and found a society based on equality and justice.

The focus of this important book is leadership - the dynamic relationship between managers and employees. Sims and Lorenzi show how the concepts of reinforcement, goal setting, social learning and social cognition can be applied by managers on a day-to-day basis. Numerous case studies and on-the-job examples are cited and these serve to reinforce the theoretical discoveries presented by the authors.