Dr Andy Brough shows the relationship between leading self, leading others, leading teams, and leading for results. Balancing strong academic research with interviews of leaders from various sectors of society, he explores how, when these 12 leadership principles are catalyzed, the result is an exponential effect at a team and organisational level. It takes the right elements, in the right place, at the right time. ENDORSEMENTS "Dr Andy Brough has, in a few 100 pages, helped elevate our understanding of leadership for the modern age. He takes us on a well-researched and informative journey with relevant examples and testimonies across a wide range of industries and sectors with a powerful message for all those aspiring to leadership. As an experienced practitioner working inside and alongside organizations, Andy offers us pragmatic advice and a set of tools and approaches to support how we amplify the impact of leadership. In the current context, his approach to amplify leadership as an impact you have in service of others, really resonates. As organizations strive to adapt; becoming flatter, less hierarchical, and more networked - the need for greater leadership from all increases. By connecting how we think about leadership in terms of self, the team and the wider organizational context, Andy has given us an opportunity to think in a more connected way on how to deliver the positive, exponential impact of leadership. -Robin Lilley Global Director of Leadership, Learning & Development, The Coca Cola Company, Atlanta, Georgia, USA.

This title brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field.

According to New Syllabus of Various Universities of UP State and Uttarakhand State for B. B. A Classes, also very helpful for the students preparing for various competitive and professional examinations.1. Concept, Nature and Scope of Organisational Behaviour, 2. Organisational Goals, 3. Organisational Behaviour Models, 4. Individual Behaviour, 5. Personality, 6. Perception, 7. Learning, 8. Motivation—Concept and Theories, 9. Interpersonal Behaviour [Transactional Analysis and Johari Window, 10. Communication, 11. Leadership, 12. Group and Group Dynamics, 13. Team Building and Team Work, 14. Management of Conflict, 15. Management of Change [Organisational Change], 16. Organisational Development, 17. Organisational Effectiveness, 18. Organisational Culture, 19. Power and Politics, 20. Quality of Working Life.

People can learn how to lead. This was the position John H. Zenger and Joseph R.Folkman took when they wrote their now-classicleadership book The Extraordinary Leader—and it’sa fact they reinforce in this new, completely updatededition of their bestseller. When it was first published, The ExtraordinaryLeader immediately attracted a wide audience ofaspiring leaders drawn to its unique feature: theextensive use of scientific studies and hard data,which served to demystify the concept of leadershipand get readers thinking about the subject ina pragmatic way. Now, Zenger and Folkman revisit the subject to addressleaders’ most pressing concerns today. Theresult is an up-to-date, essential leadership guidefor the twenty-first century that includes: Late-breaking research on the psychologyof leadership New information on leading in a globalenvironment A breakthrough case study on measuringimproved leadership behavior Studies revealing the importance offollow-through The Extraordinary Leader is a remarkable combinationof expert insight and extensive research.The authors analyzed more than 200,000 assessmentsdescribing 20,000 managers—by far themost expansive research ever conducted for a leadershipbook. Zenger and Folkman have created the leadershipbook of the ages. The Extraordinary Leader explainshow to build leadership skills that will take you andyour organization to unimagined success.

Leadership is not something one does alone. It is an expression of collective, community action--unified action of leaders and followers who trust enough to jointly achieve mutual goals. The task of creating a culture conducive to interactive trust is perhaps the preeminent leadership task. This practical guide identifies the key elements leaders need to manipulate to create such a trust culture in any work environment. By learning to shape culture to meet changing needs--by learning to be continually responsive to the organization's vision as well as to the needs of a changing follower core--the leader can create the situation necessary for any successful organization, one where followers can trust others and feel free to work together to gain mutually desired goals.

1. Concept, Nature and Scope of Organisational Behaviour, 2. Organisational Goals, 3. Organisational Behaviour Models, 4. Individual Behaviour, 5. Personality, 6. Perception, 7. Learning, 8. Motivation—Concept and Theories, 9. Interpersonal Behaviour [Transactional Analysis and Johari Window, 10. Communication, 11. Leadership, 12. Group and Group Dynamics, 13. Team Building and Team Work, 14. Management of Conflict, 15. Management of Change [Organisational Change], 16. Organisational Development, 17. Organisational Effectiveness, 18. Organisational Culture, 19. Power and Politics, 20. Quality of Working Life.