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| the authenticity paradox hbr: Authentic Leadership (HBR Emotional Intelligence Series) Harvard Business Review, Bill George, Herminia Ibarra, Rob Goffee, Gareth Jones, 2017-11-14 What does it mean to be yourself at work? As a leader, how do you strike the right balance between vulnerability and authority? This book explains the role of authenticity in emotionally intelligent leadership. You'll learn how to discover your authentic self, when emotional responses are appropriate, how conforming to specific standards can hurt you, and when you need to feel like a fake. This volume includes the work of: Bill George Herminia Ibarra Rob Goffee Gareth Jones This collection of articles includes: Discovering Your Authentic Leadership by Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer; The Authenticity Paradox by Herminia Ibarra; What Bosses Gain by Being Vulnerable by Emma Seppala; Practice Tough Empathy by Rob Goffee and Gareth Jones; Cracking the Code That Stalls People of Color by Sylvia Ann Hewitt; For a Corporate Apology to Work, the CEO Should Look Sad by Sarah Green Carmichael; and Are Leaders Getting Too Emotional? an interview with Gautam Mukunda and Gianpiero Petriglieri by Adi Ignatius and Sarah Green Carmichael. How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master. |
| the authenticity paradox hbr: Act Like a Leader, Think Like a Leader Herminia Ibarra, 2015-01-20 You aspire to lead with greater impact. The problem is you’re busy executing on today’s demands. You know you have to carve out time from your day job to build your leadership skills, but it’s easy to let immediate problems and old mind-sets get in the way. Herminia Ibarra—an expert on professional leadership and development and a renowned professor at INSEAD, a leading international business school—shows how managers and executives at all levels can step up to leadership by making small but crucial changes in their jobs, their networks, and themselves. In Act Like a Leader, Think Like a Leader, she offers advice to help you: • Redefine your job in order to make more strategic contributions • Diversify your network so that you connect to, and learn from, a bigger range of stakeholders • Become more playful with your self-concept, allowing your familiar—and possibly outdated—leadership style to evolve Ibarra turns the usual “think first and then act” philosophy on its head by arguing that doing these three things will help you learn through action and will increase what she calls your outsight—the valuable external perspective you gain from direct experiences and experimentation. As opposed to insight, outsight will then help change the way you think as a leader: about what kind of work is important; how you should invest your time; why and which relationships matter in informing and supporting your leadership; and, ultimately, who you want to become. Packed with self-assessments and practical advice to help define your most pressing leadership challenges, this book will help you devise a plan of action to become a better leader and move your career to the next level. It’s time to learn by doing. |
| the authenticity paradox hbr: HBR's 10 Must Reads on Leadership, Vol. 2 (with bonus article "The Focused Leader" By Daniel Goleman) Harvard Business Review, Daniel Goleman, Michael D. Watkins, Herminia Ibarra, Michael E. Porter, 2020-03-24 Stay on top of your leadership game. Leadership isn't something you're born with or gifted as a reward for an abundance of charisma; true leadership stems from core skills that can be learned. Get more of the leadership ideas you want, from the authors you trust, with HBR's 10 Must Reads on Leadership (Vol. 2). We’ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help you maximize your own and your organization's performance. With insights from leading experts including Michael D. Watkins, Herminia Ibarra, and Michael E. Porter, this book will inspire you to: Identify areas for personal growth Build trust with and among your employees Develop a more dynamic and sophisticated communication style Try out different leadership styles and behaviors to find the right approach for you--and your organization Transform yourself from a problem solver to an agenda setter Harness the power of connections Become an adaptive and strategic leader This collection of articles includes Leadership Is a Conversation, by Boris Groysberg and Michael Slind; How Managers Become Leaders: The Seven Seismic Shifts of Perspective and Responsibility, by Michael D. Watkins; Strategic Leadership: The Essential Skills, by Paul J.H. Schoemaker, Steve Krupp, and Samantha Howland; The Authenticity Paradox, by Herminia Ibarra; 'Both/And' Leadership, by Wendy K. Smith, Marianne W. Lewis, and Michael L. Tushman; Are You a Collaborative Leader? by Herminia Ibarra and Morten T. Hansen; Cross-Silo Leadership, by Tiziana Casciaro, Amy C. Edmondson, and Sujin Jang; How CEOs Manage Time, by Michael E. Porter and Nitin Nohria; The Best Leaders Are Great Teachers, by Sydney Finkelstein; Nimble Leadership, by Deborah Ancona, Elaine Backman, and Kate Isaacs; and The Focused Leader, by Daniel Goleman. |
| the authenticity paradox hbr: Challenging Coaching John Blakey, Ian Day, 2012-03-14 Challenging Coaching is a real-world, timely and provocative book which provides a wake-up call to move beyond the limitations of traditional coaching. Based on the authors' extensive experience working at board and management levels, they suggest that for far too long coaching approaches have shied away from adopting a more challenging stance - a stance that can provoke greater performance and unlock deeper potential in business leaders and their teams. The authors detail their unique FACTS coaching model, which provides a practical and pragmatic approach focusing on Feedback, Accountability, Courageous goals, Tension and Systems thinking. The authors explore FACTS coaching in theory and in practice using case studies, example dialogues and practical exercises so that the reader will be able to successfully challenge others using respectful yet direct techniques. This is an original and thought-provoking book that dares the reader to go beyond traditional coaching and face the FACTS. |
| the authenticity paradox hbr: Why Should Anyone be Led by You? Robert Goffee, Gareth Jones, 2006 Too many companies are managed not by leaders, but by mere role players and faceless bureaucrats. What does it take to be a real leader—one who is confident in who they are and what they stand for and who truly inspires people to achieve extraordinary results? In this lively and practical book, Goffee and Jones draw from extensive research to reveal how to hone and deploy one’s unique leadership assets while managing the inherent tensions at the heart of successful leadership. Why Should Anyone Be Led By You? will forever change how we view, develop and practice the art of leadership, wherever we live and work. |
| the authenticity paradox hbr: HBR's 10 Must Reads 2016 Harvard Business Review, Herminia Ibarra, Marcus Buckingham, Donald N. Sull, Richard D'Aveni, 2015-11-10 A year’s worth of management wisdom, all in one place. We’ve examined the ideas, insights, and best practices from the past year of Harvard Business Review to bring you the latest, most significant thinking driving business today. With authors from Marcus Buckingham to Herminia Ibarra and company examples from Google to Deloitte, this volume brings the most current and important management conversations to your fingertips. This book will inspire you to: Tap into the new technologies that are changing the way businesses compete Fuel performance by redesigning your organization’s practices around feedback Learn techniques to move beyond intuition for better decision making Understand why your strategy execution isn’t working—and how to fix it Lead with authenticity by moving beyond your comfort zone Transform your physical office space to promote creativity and productivity This collection of best-selling articles includes: “Reinventing Performance Management,” by Marcus Buckingham and Ashley Goodall “The Transparency Trap,” by Ethan Bernstein “Profits Without Prosperity,” by William Lazonick “Outsmart Your Own Biases,” by Jack B. Soll, Katherine L. Milkman, and John W. Payne “The 3-D Printing Revolution,” by Richard D’Aveni “Why Strategy Execution Unravels—and What to Do About It,” by Donald Sull, Rebecca Homkes, and Charles Sull “The Authenticity Paradox,” by Herminia Ibarra “The Discipline of Business Experimentation,” by Stefan Thomke and Jim Manzi “When Senior Managers Won’t Collaborate,” by Heidi K. Gardner “Workspaces That Move People,” by Ben Waber, Jennifer Magnolfi, and Greg Lindsay “Digital Ubiquity: How Connections, Sensors, and Data Are Revolutionizing Business,” by Marco Iansiti and Karim R. Lakhani |
| the authenticity paradox hbr: What Makes a Leader? (Harvard Business Review Classics) Daniel Goleman, 2017-06-06 When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision—the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities—but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term emotional intelligence to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with a 1998 classic Harvard Business Review article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won't be a great leader. The chief components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skill—can sound unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come. |
| the authenticity paradox hbr: Leadership Presence Kathy Lubar, Belle Linda Halpern, 2004-10-14 BRING THE TECHNIQUES OF THE STAGE TO THE BOARDROOM. For more than a decade, Belle Linda Halpern and Kathy Lubar have applied the lessons and expertise they have learned as performing artists to the work of their company, The Ariel Group. Halpern and Lubar have helped tens of thousands of executives at major companies around the country and the globe, including General Electric, Mobil Oil, Capital One, and Deloitte. In Leadership Presence, they make their time-tested strategies available to everyone, from high-profile CEOs to young professionals seeking promotion. Their practical, proven approach will enable you to develop the skills necessary to inspire confidence, command respect, build credibility, and motivate others. Halpern and Lubar teach you: • How to handle tough situations with heightened confidence and flexibility • How to build your relationships to enhance collaboration and business development • How to express yourself dramatically and motivate others • How to integrate your personal values into communication to inspire others and become a more effective leader Learning the skills of the true performance experts, readers will understand why Leadership Presence is the key to dynamic and authentic leadership. |
| the authenticity paradox hbr: What Makes an Effective Executive (Harvard Business Review Classics) Peter F. Drucker, 2017-01-03 In his sixty-five-year consulting career, Peter F. Drucker, widely regarded as the father of modern management, identified eight practices that can make any executive effective. Leadership is not about charisma or extroversion. It’s about these practices: Effective executives ask, “What needs to be done?” They also ask, “What is right for the enterprise?” They develop action plans. They take responsibility for decisions. They take responsibility for communicating. They focus on opportunities rather than problems. They run productive meetings. And they think and say “we” rather than “I.” Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world. |
| the authenticity paradox hbr: True North Bill George, 2010-06-10 True North shows how anyone who follows their internal compass can become an authentic leader. This leadership tour de force is based on research and first-person interviews with 125 of today’s top leaders—with some surprising results. In this important book, acclaimed former Medtronic CEO Bill George and coauthor Peter Sims share the wisdom of these outstanding leaders and describe how you can develop as an authentic leader. True North presents a concrete and comprehensive program for leadership success and shows how to create your own Personal Leadership Development Plan centered on five key areas: Knowing your authentic self Defining your values and leadership principles Understanding your motivations Building your support team Staying grounded by integrating all aspects of your life True North offers an opportunity for anyone to transform their leadership path and become the authentic leader they were born to be. Personal, original, and illuminating stories from Warren Bennis, Sir Adrian Cadbury, George Shultz (former U.S. secretary of state), Charles Schwab, John Whitehead (Cochairman, Goldman Sachs), Anne Mulcahy (CEO, Xerox), Howard Schultz (CEO, Starbucks), Dan Vasella (CEO, Novartis), John Brennan (Chairman, Vanguard), Carol Tome (CFO, Home Depot), Donna Dubinsky (CEO/cofounder, Palm), Alan Horn (President, Warner Brothers), Ann Moore (CEO, Time, Inc.) and many others illustrate the transitions that shape the type of leaders who will thrive in the 21st century. Bill George (Cambridge, MA) has spent over 30 years in executive leadership positions at Litton, Honeywell, and Medtronic. As CEO of Medtronic, he built the company into the world’s leading medical technology company as its market capitalization increased from $1.1 billion to $60 billion. Since 2004, he has been a professor at the Harvard Business School. His 2004 book Authentic Leadership (0-7879-7528-1) was a BusinessWeek bestseller. Peter Sims (San Francisco, CA) established “Leadership Perspectives,” a course on leadership development at the Stanford Graduate School of Business and cofounded the London office of Summit Partners, a leading investment firm. Their Web site is www.truenorthleaders.com. |
| the authenticity paradox hbr: HBR Guide to Persuasive Presentations Nancy Duarte, 2012 Terrified of speaking in front of a group> Or simply looking to polish your skills? No matter where you are on the spectrum, this guide will give you the confidence and the tools you need to get results. Learn how to wIn over tough crows, organize a coherent narrative, create powerful messages and visuals, connect with and engage your audience, show people why your ideas matter to them, and strike the right tone, in any situation. |
| the authenticity paradox hbr: Being the Boss Linda A. Hill, Kent Lineback, 2011-01-11 You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You're not alone. As Linda Hill and Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It's trial and error, endless effort, and slowly acquired personal insight. Many managers never complete the journey. At best, they just learn to get by. At worst, they become terrible bosses. This new book explains how to avoid that fate, by mastering three imperatives: · Manage yourself: Learn that management isn't about getting things done yourself. It's about accomplishing things through others. · Manage a network: Understand how power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company's complex political environment. · Manage a team: Forge a high-performing we out of all the Is who report to you. Packed with compelling stories and practical guidance, Being the Boss is an indispensable guide for not only first-time managers but all managers seeking to master the most daunting challenges of leadership. |
| the authenticity paradox hbr: Self-Leadership: How to Become a More Successful, Efficient, and Effective Leader from the Inside Out Andrew Bryant, Ana Lucia Kazan, 2012-09-07 Lead yourself to success—and others are sure to follow “For leaders looking for a plan of ‘Why, What, and How’ to become a better leader, the answer is between the covers of this book.” —Chester Elton, New York Times bestselling author of The Carrot Principle, The Orange Revolution, and All In “Ever wish you could be more confident, more engaged, or more productive in your life? Look no further. All the concepts and tools are right here.” —Ryan M. Niemiec, Psy.D., Psychologist and Education Director, VIA Institute on Character “Self-reliance, courage, confidence, emotional self-awareness, and perseverance encompassed into one leadership concept.” —Garee W. Earnest, Ph.D., Professor, The Ohio State University “Bryant and Kazan’s groundbreaking work challenges us to take the first small steps of what will be for many a lifelong journey of self-discovery from the inside out.” —R. Dale Safrit, Ed.D., Professor, North Carolina State University “Andrew and Ana’s . . . research, insights, and experience provide a practical tool-kit on how you can choose to live your life and your work and influence others to do the same.” —Philip Beck, Chairman, Dubeta “It is generally accepted in the business literature that the heart of leadership is leading self. I believe that leading self is also the path to being a ‘responsible’ leader. The important contribution made by Self Leadershipis that it tells you what to do if you want to get better at leading self. Read this book if you desire to be more effective as a leader and remember, You don't have to be bad at leadership to get better. —Stephen C. Lundin Ph.D., author of the bestseller, Fish! |
| the authenticity paradox hbr: Authentic Leadership and Organizations: The Goffee-Jones Collection (2 Books) Rob Goffee, Gareth Jones, 2015-11-10 This Harvard Business Review digital collection showcases the ideas of Rob Goffee and Gareth Jones, authors of Why Should Anyone Be Led by You? and Why Should Anyone Work Here? In Why Should Anyone Be Led by You?, Goffee and Jones argue that leaders don’t become great by aspiring to a list of universal character traits. Rather, effective leaders are authentic: they deploy individual strengths to engage followers’ hearts, minds, and souls. In Why Should Anyone Work Here?, the authors argue that it used to be that businesses could ask individuals to conform to the organization’s needs but that now today’s leaders are charged with creating the best company on earth to work for: they must transform their organizations to attract the right people, keep them, and inspire them to do their best work. |
| the authenticity paradox hbr: Race, Work, and Leadership Laura Morgan Roberts, Anthony J. Mayo, David A. Thomas, 2019-08-13 Rethinking How to Build Inclusive Organizations Race, Work, and Leadership is a rare and important compilation of essays that examines how race matters in people's experience of work and leadership. What does it mean to be black in corporate America today? How are racial dynamics in organizations changing? How do we build inclusive organizations? Inspired by and developed in conjunction with the research and programming for Harvard Business School's commemoration of the fiftieth anniversary of the founding of the HBS African American Student Union, this groundbreaking book shines new light on these and other timely questions and illuminates the present-day dynamics of race in the workplace. Contributions from top scholars, researchers, and practitioners in leadership, organizational behavior, psychology, sociology, and education test the relevance of long-held assumptions and reconsider the research approaches and interventions needed to understand and advance African Americans in work settings and leadership roles. At a time when--following a peak in 2002--there are fewer African American men and women in corporate leadership roles, Race, Work, and Leadership will stimulate new scholarship and dialogue on the organizational and leadership challenges of African Americans and become the indispensable reference for anyone committed to understanding, studying, and acting on the challenges facing leaders who are building inclusive organizations. |
| the authenticity paradox hbr: HBR's 10 Must Reads for Business Students (with bonus article "The Authenticity Paradox" by Herminia Ibarra) Harvard Business Review, Herminia Ibarra, Marcus Buckingham, Laura Morgan Roberts, Chris Anderson, 2023-12-12 Take your business education to the next level—and drive your career forward. If you read nothing else to stand out in class and prepare for what's next, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the best ones to help you learn the most important ideas in leadership and management, feel confident in your business classes, and be ready to thrive in any role you take on. This book will inspire you to: Succeed by playing to your strengths Learn to be more persuasive Give killer presentations Perfect your business-writing skills Find your authentic voice and leadership style Build a purposeful career This collection of articles includes Manage Your Work, Manage Your Life, by Boris Groysberg and Robin Abrahams, Harnessing the Science of Persuasion, by Robert B. Cialdini, How to Give a Killer Presentation, by Chris Anderson, The Science of Strong Business Writing, by Bill Birchard, How High Achievers Overcome Their Anxiety, by Morra Aarons-Mele, How to Play to Your Strengths, by Laura Morgan Roberts, Gretchen Spreitzer, Jane Dutton, Robert Quinn, Emily Heaphy, and Brianna Barker Caza, You're Not Powerless in the Face of Imposter Syndrome, by Keith D. Dorsey, The Feedback Fallacy, by Marcus Buckingham and Ashley Goodall, The Authenticity Paradox, by Herminia Ibarra, The C-Suite Skills That Matter Most, by Raffaella Sadun, Joseph Fuller, Stephen Hansen, and PJ Neal, Building an Ethical Career, by Maryam Kouchaki and Isaac Smith, and From Purpose to Impact, by Nick Craig and Scott Snook. HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment. |
| the authenticity paradox hbr: Being Your Best Collection (6 Books) (HBR Emotional Intelligence Series) Harvard Business Review, 2023-01-24 Manage your energy—and your mood. How to be human at work. HBR's Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books explore the self-awareness and well-being skills that are critical to ambitious professionals who want to sustain their energy and productivity and bring the best version of themselves to work every day—even during difficult times. This specially priced, six-volume set includes: Energy + Motivation Resilience Self-Awareness Purpose Meaning + Passion Happiness Confidence |
| the authenticity paradox hbr: Navigating the Human Side of Boardroom Interactions Thomas Sieber, 2022-04-13 This book will help Chairs to form a strong team, build a resilient relationship with the CEO, assess how to use their considerable power, and when to show self-restraint. Board members often struggle to identify their true role, caught between the Chair and the executive board. As a result, board members frequently have doubts about their role and personal impact; doubts which are rarely acknowledged nor addressed. By focusing on the most impactful driver of success – the human behavior – the author explores how to create a strong board team whose members are clear about the team’s role, are able to talk about their concerns, and are therefore also comfortable to listen, to challenge, and to support. Based on around 60 interviews around the globe and his own board experience, this book will help Chairs to form a strong team, build a resilient relationship with the CEO, assess how to use their considerable power, and when to show self-restraint. Navigating the Boardroom supports board members and managers in reflecting on how to navigate the complex web of boardroom relations and provides both practical and attitudinal tips. |
| the authenticity paradox hbr: HBR At 100 Harvard Business Review Harvard Business Review, 2022-03-29 The most definitive management ideas of the century, all in one place. Harvard Business Review is the foremost destination for smart management thinking. Now, at its 100th anniversary, this commemorative volume brings together the most influential ideas since its inception. With thought leaders including Michael E. Porter, W. Chan Kim and Renee Mauborgne, Rosabeth Moss Kantor, Peter Drucker, and Clayton M. Christensen, this book puts HBR's greatest concepts at your fingertips. HBR at 100 curates twenty of HBR's bestselling articles of all time on key topics such as leadership, strategy, innovation, entrepreneurship, and more. With an introduction by Harvard Business Review Editor-in-Chief Adi Ignatius and additional bonus content, you'll learn how these groundbreaking ideas continue to be relevant in today's business context—and what to keep in mind as you prepare for the future. Whether you're a longtime reader or you're picking up an HBR volume for the first time, this book offers all you need to understand the most critical ideas in management—and set yourself and your organization up for success. |
| the authenticity paradox hbr: Chief in Tech Anna Radulovski, Ivo Radulovski, 2025-04-15 A practical blueprint for women to advance their careers, conquer barriers, and thrive in leaderships roles with confidence in tech and beyond Chief in Tech is an inspiring and comprehensive guide for women navigating career growth, packed with proven strategies, real-life success stories, and actionable advice for both personal advancement and leadership development. This book equips readers to thrive, navigate professional growth, and shatter glass ceilings. Whether you're mastering leadership, negotiating your worth, or navigating work-life integration, this book provides tools to lead with confidence and resilience. Authored by Anna Radulovski, founder of the WomenTech Network, an in-demand C-level executive consultant, and a renowned keynote speaker, Chief in Tech draws from her firsthand experiences and interviews with globally recognized executives, industry-veterans and thought leaders. Anna offers hard-earned insights on topics such as: Elevate your personal brand: Strengthen your leadership presence with an authentic brand that amplifies your influence and expertise, positioning you as a thought leader. Leverage your network: Unlock opportunities by building meaningful connections and expanding your professional network, both in person, through community platforms and LinkedIn. Maximize Mentorship & Sponsorship: Build powerful relationships that accelerate your career growth. Negotiate your worth: Secure fair pay, promotions, and leadership roles by confidently advocating for your value. Strengthen your resilience: Bounce back from setbacks, adapt to change, and thrive through continuous growth. Build a Legacy: Create a lasting impact through your leadership, at work and in the community. Chief in Tech earns a well-deserved spot on the bookshelves of women across roles and industries seeking key perspectives on succeeding at work, especially in corporate environments, along with organizations seeking to benefit by understanding how to support and promote women in tech, leading to more diverse and innovative teams. |
| the authenticity paradox hbr: Global and Culturally Diverse Leaders and Leadership Jean Lau Chin, Joseph E. Trimble, Joseph E. Garcia, 2017-11-09 This book explores diverse cultural leadership styles and paradigms of leadership that are dynamic, complex, globally authentic and culturally competent for the 21st century. By redefining global leadership, the authors impart a new understanding of the criteria for selecting, training and evaluating leaders in the 21st century. |
| the authenticity paradox hbr: The Authentic Leader Andrew Morrish, 2022-10-13 Successful school leadership starts with you: who you are, what you believe in, and why you do the things you do. In this timely book, Andrew Morrish presents a unique four-part model to help you lead your school with purpose, authenticity, clarity and vision. Based on current research and 20 years of headship experience, The Authentic Leader will help you to take back control of the agenda so that your core values drive everything you do. Accompanied throughout by real-life examples from serving headteachers, this book will take you on a journey to: - construct your purpose, vision, values and beliefs - connect with people to build trust, engagement and motivation - collaborate in a meaningful way to bring about change - create great impact in your school and beyond. Above all, this innovative framework for school improvement will enable you to create a culture where every child and every teacher can thrive and succeed. |
| the authenticity paradox hbr: Artificial Intelligence David R. Martinez, Bruke M. Kifle, 2024-06-11 The first text to take a systems engineering approach to artificial intelligence (AI), from architecture principles to the development and deployment of AI capabilities. Most books on artificial intelligence (AI) focus on a single functional building block, such as machine learning or human-machine teaming. Artificial Intelligence takes a more holistic approach, addressing AI from the view of systems engineering. The book centers on the people-process-technology triad that is critical to successful development of AI products and services. Development starts with an AI design, based on the AI system architecture, and culminates with successful deployment of the AI capabilities. Directed toward AI developers and operational users, this accessibly written volume of the MIT Lincoln Laboratory Series can also serve as a text for undergraduate seniors and graduate-level students and as a reference book. Key features: In-depth look at modern computing technologies Systems engineering description and means to successfully undertake an AI product or service development through deployment Existing methods for applying machine learning operations (MLOps) AI system architecture including a description of each of the AI pipeline building blocks Challenges and approaches to attend to responsible AI in practice Tools to develop a strategic roadmap and techniques to foster an innovative team environment Multiple use cases that stem from the authors’ MIT classes, as well as from AI practitioners, AI project managers, early-career AI team leaders, technical executives, and entrepreneurs Exercises and Jupyter notebook examples |
| the authenticity paradox hbr: HBR Emotional Intelligence Boxed Set (6 Books) (HBR Emotional Intelligence Series) Harvard Business Review, Daniel Goleman, Annie McKee, Bill George, Herminia Ibarra, 2018-03-27 How to be human at work. HBR's Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master. The specially priced six-volume set includes, Mindfulness, Resilience, Influence and Persuasion, Authentic Leadership, Happiness, and Empathy. |
| the authenticity paradox hbr: HBR Emotional Intelligence Ultimate Boxed Set (14 Books) (HBR Emotional Intelligence Series) Harvard Business Review, Daniel Goleman, Annie McKee, Bill George, Herminia Ibarra, 2019-12-17 How to be human at work. HBR's Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master. This specially priced 14-volume set includes every book in the series: Mindfulness Resilience Influence and Persuasion Authentic Leadership Dealing with Difficult People Focus Self-Awareness Happiness Empathy Leadership Presence Purpose, Meaning, and Passion Confidence Mindful Listening Power and Impact |
| the authenticity paradox hbr: Find Your Strongest Life Marcus Buckingham, 2009-09-29 |
| the authenticity paradox hbr: Making Sense of Change Management Esther Cameron, Mike Green, 2015-03-03 The definitive, bestselling text in the field of change management, Making Sense of Change Management provides a thorough overview of the subject for both students and professionals. Along with explaining the theory of change management, it comprehensively covers the models, tools, and techniques of successful change management so organizations can adapt to tough market conditions and succeed by changing their strategies, structures, boundaries, mindsets, leadership behaviours and of course their expectations of the people who work within them. This completely revised and updated 4th edition of Making Sense of Change Management includes more international examples and case studies, emerging new thinking and practice in the area of cultural change and a new chapter on the interrelationship with project management (PM) and change management. It also covers complexity models, agile approaches, and stakeholder management along with cultural sensitivity and what to do when cultures collide. Making Sense of Change Management remains essential reading for anyone who is currently part of, or leading, a change initiative. Online supporting resources include lecture slides, making this an ideal textbook for MBA or graduate students focusing on leading or managing change. |
| the authenticity paradox hbr: The Inspiration Code Kristi Hedges, 2017-06-01 Everyone wants to be the kind of leader who energizes and mobilizes others-yet too few are. Why is it so challenging to crack the code? All it takes is the right conversation…great leaders inspire action with their words. They spark enthusiasm and commitment. With a single conversation, they can change the direction of someone's life. Executive coach Kristi Hedges spent years studying exactly what inspiring leaders do differently. Informed by quantitative research and thousands of responses from leaders at all levels, she reveals that inspiring communication isn't about grand gestures. Instead, those who motivate us most do a few things routinely, consistently, and intentionally. In Inspiration Code, Kristi explains: Present: investing their attention carefully and guiding the flow of conversations Personal: speaking genuinely, listening generously, and bringing out the potential of those around the Passionate: exhibiting sincere emotion and exuding energy attuned to the situation Purposeful: helping others find meaning and see their place in the bigger picture Eye-opening and accessible, The Inspiration Code dispels common myths about how leaders communicate-and guides them in cultivating qualities that authentically excite. Inspired companies need inspirational leaders. Learn to unlock motivation, lift peoples ‘sights, and lead them into the future. |
| the authenticity paradox hbr: Authentic Leadership and Followership Dorianne Cotter-Lockard, 2017-12-11 This book shines a spotlight on two missing foci of authentic leadership research: international and follower perspectives. The concept of ‘authenticity’ has been in vogue since the times of Greek philosophy, but it wasn’t until the 1990s that leadership scholars seriously began to study the topic of authentic leadership. This new collection brings together empirical research and theoretical contributions to provide insights into the follower perspectives of authentic leadership around the world. Covering topics such as leader self-awareness, gender, psychological capital, embodied leadership and followership, and unethical conduct, the book features a Foreword written by William L. Gardner, one of the original scholars on authentic leadership. |
| the authenticity paradox hbr: The Effective Executive Peter Drucker, 2018-03-09 The measure of the executive, Peter Drucker reminds us, is the ability to 'get the right things done'. Usually this involves doing what other people have overlooked, as well as avoiding what is unproductive. He identifies five talents as essential to effectiveness, and these can be learned; in fact, they must be learned just as scales must be mastered by every piano student regardless of his natural gifts. Intelligence, imagination and knowledge may all be wasted in an executive job without the acquired habits of mind that convert these into results. One of the talents is the management of time. Another is choosing what to contribute to the particular organization. A third is knowing where and how to apply your strength to best effect. Fourth is setting up the right priorities. And all of them must be knitted together by effective decision-making. How these can be developed forms the main body of the book. The author ranges widely through the annals of business and government to demonstrate the distinctive skill of the executive. He turns familiar experience upside down to see it in new perspective. The book is full of surprises, with its fresh insights into old and seemingly trite situations. |
| the authenticity paradox hbr: Developing Leaders for Positive Organizing Bernd Vogel, Rob Koonce, Paula Robinson, 2017-05-19 Leadership is not about individuals; it is a complex, relational, socially co-constructed and emergent process. This book brings together the latest thinking from business and positive psychology research to provide new insights into leadership, organizational development and change. |
| the authenticity paradox hbr: No Ways Tired: The Journey for Professionals of Color in Student Affairs Monica Galloway Burke, U. Monique Robinson, 2019-08-01 Even though diversity is currently conveyed as a ubiquitous principle within institutions of higher education, professionals of color still face issues such as discrimination, the glass ceiling, lack of mentoring, and limited access to career networks. Unfortunately, an open channel does not exist for professionals of color to express their frustrations and genuine concerns. The narratives in No Ways Tired present a powerful voice about the experiences of student affairs professionals of color in higher education, including intersecting identities such as race, class, and gender. Furthermore, the narratives are nuggets of personal truth that can serve as a lens for professionals of color who wish to develop strategies to succeed as they traverse their careers in higher education. Through the sharing of their visions of success, lessons learned, and cautionary tales, the authors openly offer insights about how they have created a way to survive and thrive within higher education in spite of challenges and distractions. They also articulate a vision where student affairs professionals of color can develop fully, be authentic, use their agency, and effectively contribute. This book includes recommendations for professionals of color at all levels within higher education and ways to construct opportunities to flourish. The ultimate goal for this book is to promote discussions regarding how professionals of color can be more proactive in developing strategies that are conducive to their professional and personal success as they navigate their higher education careers. |
| the authenticity paradox hbr: Corporate Confidential Cynthia Shapiro, 2008 A great resource for all levels of employees from new entrants to executives. Shapiro's list of the most common mistakes managers can make, and how to avoid them, are a must-read for anyone interested in getting to the top--and staying there.--Tony Lee, editor-in-chief of Careerjournal.com and Collegejournal.com. |
| the authenticity paradox hbr: Shared Sisterhood Tina Opie, Beth A. Livingston, 2022-10-11 Gender equity is gaining steam--but not all women are seeing the benefits. We need Shared Sisterhood. Gender and racial bias persist in organizations and in society. And though strides have been made toward equity in the last few decades, it still has not been reached. Even more disconcerting, Black women and other women of color are being held back more than their White counterparts. Most advice for women encourages individuals to speak up, be assertive, or lean in--to assimilate into a system modeled after White men. But individual action is not enough. We need collective action, where marginalized individuals work together, so all women experience the benefits of professional growth and equality. We need Shared Sisterhood, and anyone, regardless of gender, can join in. In this book, Tina Opie and Beth A. Livingston explain how to build this crucial alliance through vulnerability, trust, empathy, and risk-taking, so that all women can advance in the workplace and create systemic change. Drawing from their research program of the same name, they break down three key parts of the process: Dig into your own assumptions around racioethnicity, gender, and power Bridge the divide between women of all racioethnic groups through authentic relationships Advance all women across the organization and beyond Balancing a mix of history, research, and real-life examples, this book encourages everyone to be a part of the sisterhood and push for gender equity that is equal for all. |
| the authenticity paradox hbr: Principles of Management David S. Bright, Anastasia H. Cortes, Eva Hartmann, 2023-05-16 Black & white print. Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic management, as well as behavioral areas such as motivation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters. |
| the authenticity paradox hbr: HBR's 10 Must Reads for New Managers Collection Harvard Business Review, Michael D. Watkins, Peter F. Drucker, W. Chan Kim, Renee A. Mauborgne, 2019-04-16 Learn to lead others, while managing yourself. Becoming a manager for the first time means mastering a new set of business and personal skills. HBR's 10 Must Reads for New Managers Collection offers the ideas and strategies to help get you there. Included in this set are HBR's 10 Must Reads for New Managers, HBR's 10 Must Reads on Managing People, HBR's 10 Must Reads on Managing Yourself, and HBR's 10 Must Reads on Managing Across Cultures. This unique compilation offers insights from world-class experts on the topics most important to your success as a new manager, including assessing your team and enhancing its performance; developing your emotional intelligence and persuasion skills; navigating relationships with your employees, bosses, and peers; dealing with conflict; giving effective feedback; managing diverse teams; and fortifying your own physical and mental energy. The collection includes forty articles selected by HBR’s editors from renowned thought leaders including W. Chan Kim, Renee Mauborgne, and Daniel Goleman and features the indispensable article Managing Oneself, by Peter F. Drucker. It's time to develop the mindset and presence to successfully manage others for the first time. HBR's 10 Must Reads for New Managers Collection will help you do just that. HBR's 10 Must Reads series is the definitive collection of ideas and best practices for aspiring and experienced leaders alike. These books offer essential reading selected from the pages of Harvard Business Review on topics critical to the success of every manager. Each book is packed with advice and inspiration from leading experts such as Clayton Christensen, Rosabeth Moss Kanter, John Kotter, Michael Porter, Theodore Levitt, and Rita Gunther McGrath. |
| the authenticity paradox hbr: HBR's 10 Must Reads for New Managers (with bonus article “How Managers Become Leaders” by Michael D. Watkins) (HBR's 10 Must Reads) Harvard Business Review, Linda A. Hill, Herminia Ibarra, Robert B. Cialdini, Daniel Goleman, 2017-02-07 Develop the mindset and presence to successfully manage others for the first time. If you read nothing else on becoming a new manager, read these 10 articles. We’ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help you transition from being an outstanding individual contributor to becoming a great manager of others. This book will inspire you to: Develop your emotional intelligence Influence your colleagues through the science of persuasion Assess your team and enhance its performance Network effectively to achieve business goals and for personal advancement Navigate relationships with employees, bosses, and peers Get support from above View the big picture in your decision making Balance your team’s work and personal life in a high-intensity workplace This collection of articles includes “Becoming the Boss,” by Linda A. Hill; “Leading the Team You Inherit,” by Michael D. Watkins; “Saving Your Rookie Managers from Themselves,” by Carol A. Walker; “Managing the High-Intensity Workplace,” by Erin Reid and Lakshmi Ramarajan; “Harnessing the Science of Persuasion,” Robert B. Cialdini; “What Makes a Leader?” by Daniel Goleman; “The Authenticity Paradox,” by Herminia Ibarra; “Managing Your Boss,” by John J. Gabarro and John P. Kotter; “How Leaders Create and Use Networks,” by Herminia Ibarra and Mark Lee Hunter; “Management Time: Who’s Got the Monkey?” by William Oncken, Jr., and Donald L. Wass; and BONUS ARTICLE: “How Managers Become Leaders,” by Michael D. Watkins. HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment. |
| the authenticity paradox hbr: HBR's 10 Must Reads Big Business Ideas Collection (2015-2017 plus The Essentials) (4 Books) (HBR's 10 Must Reads) Harvard Business Review, 2016-10-11 Once a year, Harvard Business Review’s editors examine the ideas, insights, and best practices from the past twelve months to select the most definitive articles we’ve published—those that have provoked the most conversation, the most inspiration, the most change. Now these highly curated collections of articles are available all in one place. Whether you’re catching up or trying to stay ahead, these volumes present the latest, most significant thinking driving business today. Yet certain challenges never go away. That's why this set also contains HBR’s 10 Must Reads: The Essentials, which collects the 10 seminal articles by management’s most influential experts, on topics of perennial concern to ambitious managers and leaders hungry for inspiration—and ready to run with big ideas to accelerate their own and their companies’ success. HBR's 10 Must Reads series is the definitive collection of ideas and best practices for aspiring and experienced leaders alike. These books offer essential reading selected from the pages of Harvard Business Review on topics critical to the success of every manager. Each book is packed with advice and inspiration from leading experts such as Clayton Christensen, Peter Drucker, Rosabeth Moss Kanter, John Kotter, Michael Porter, Daniel Goleman, Theodore Levitt, and Rita Gunther McGrath. |
| the authenticity paradox hbr: Winning (Enhanced Edition) Jack Welch, Suzy Welch, 2013-03-26 A champion manager of people, Jack Welch shares the hard-earned wisdom of a storied career in what will become the ultimate business bible With Winning, Jack Welch delivers a wide-ranging, in-depth, no-holds-barred management guidebook about the tough strategic, organizational, and personal challenges that face people at every stage of their careers. Loaded with candid personal anecdotes, hard-hitting advice, and invaluable dos and don’ts, Jack explains his theory of business, by laying out the four most important principles that form the foundation of his success. Chapters include: How to Get Promoted, How to Think about Strategy, How to Write a Budget that Works, How to Work for a Jerk, How Find Work-Life Balance and How Start Something New. Enlivened by quotes from business leaders that Welch interviewed especially for the book, it’s a tour de force that reflects Welch’s mastery of execution, excellence and leadership. |
| the authenticity paradox hbr: The Oxford Handbook of Identities in Organizations Andrew D. Brown, 2020-01-16 Conceived as the meanings that individuals attach to their selves, a substantial stockpile of theory related to identities accumulated across the arts, social sciences, and humanities over many decades continues to nourish contemporary research on self-identities in organizations. In times which are more reflexive, narcissistic, and fluid, the identities of participants in organizations are increasingly less fixed and less certain, making identity issues both more salient and more interesting. Particular attention has been given to processes of identity construction, often styled 'identity work'. Research has focused on how, why, and when such processes occur, and their implications for organizing and individual, group, and organizational outcomes. This has resulted in a burgeoning stream of research from discursive, dramaturgical, symbolic, socio-cognitive, and psychodynamic perspectives that most often casts individuals' efforts to fabricate identities as intentional, relational, and consequential. Seemingly intractable debates centred on the nature of identities - their relative stability or fluidity, whether they are best regarded as coherent or fractured, positive (or not), and how they are fabricated within relations of power - combined with other conceptual issues continue to invigorate the field. However, these debates have also led to some scepticism regarding the future potential of identities research. Yet as the chapters in this Handbook demonstrate, there are considerable grounds for optimism that identity, as root metaphor, nexus concept, and means to bridge levels of analysis has significant potential to generate multiple compelling streams of theorizing in organization and management studies. |
AUTHENTICITY Definition & Meaning - Merriam-Webster
authentic, genuine, bona fide mean being actually and exactly what is claimed. ; it can also stress painstaking or faithful imitation of an original. ; it also connotes definite origin from a source. …
7 Qualities of Truly Authentic People | Psychology Today
Aug 29, 2016 · Authenticity is more than when someone believes in what they say or acts in a way that is consistent with their beliefs. An inauthentic person is equally able to stand up and …
AUTHENTICITY | English meaning - Cambridge Dictionary
Authenticity is constructed discursively: within musical communities, fans, critics and performers argue about what constitutes authenticity and why. If there is an anomaly here it has much to …
Authenticity - Stanford Encyclopedia of Philosophy
Sep 11, 2014 · To say that something is authentic is to say that it is what it professes to be, or what it is reputed to be, in origin or authorship. But the distinction between authentic and …
Authenticity (philosophy) - Wikipedia
In existentialism, authenticity is the degree to which a person's actions are congruent with their values and desires, despite external pressures to social conformity.
AUTHENTICITY Definition & Meaning | Dictionary.com
Authenticity definition: the quality of being authentic; genuineness.. See examples of AUTHENTICITY used in a sentence.
Authenticity - Definition, Meaning & Synonyms | Vocabulary.com
The word authenticity is the state of something being authentic, or legitimate and true. Authenticity is important when the value of something is dependent on where it came from or how it was …
Authenticity - definition of authenticity by The Free Dictionary
Define authenticity. authenticity synonyms, authenticity pronunciation, authenticity translation, English dictionary definition of authenticity. n. The quality or condition of being authentic, …
authenticity noun - Definition, pictures, pronunciation and usage …
Definition of authenticity noun from the Oxford Advanced Learner's Dictionary. the quality of being true or what somebody claims it is. The authenticity of the letter is beyond doubt. A sentry …
What does authenticity mean? It's not what you've always believed
What does authenticity mean, according to philosophers and psychologists? ⚫ What is the key to being authentic in a changing world?
AUTHENTICITY Definition & Meaning - Merriam-Webster
authentic, genuine, bona fide mean being actually and exactly what is claimed. ; it can also stress painstaking or faithful imitation of an original. ; it also connotes definite origin from a source. …
7 Qualities of Truly Authentic People | Psychology Today
Aug 29, 2016 · Authenticity is more than when someone believes in what they say or acts in a way that is consistent with their beliefs. An inauthentic person is equally able to stand up and say …
AUTHENTICITY | English meaning - Cambridge Dictionary
Authenticity is constructed discursively: within musical communities, fans, critics and performers argue about what constitutes authenticity and why. If there is an anomaly here it has much to …
Authenticity - Stanford Encyclopedia of Philosophy
Sep 11, 2014 · To say that something is authentic is to say that it is what it professes to be, or what it is reputed to be, in origin or authorship. But the distinction between authentic and …
Authenticity (philosophy) - Wikipedia
In existentialism, authenticity is the degree to which a person's actions are congruent with their values and desires, despite external pressures to social conformity.
AUTHENTICITY Definition & Meaning | Dictionary.com
Authenticity definition: the quality of being authentic; genuineness.. See examples of AUTHENTICITY used in a sentence.
Authenticity - Definition, Meaning & Synonyms | Vocabulary.com
The word authenticity is the state of something being authentic, or legitimate and true. Authenticity is important when the value of something is dependent on where it came from or how it was …
Authenticity - definition of authenticity by The Free Dictionary
Define authenticity. authenticity synonyms, authenticity pronunciation, authenticity translation, English dictionary definition of authenticity. n. The quality or condition of being authentic, …
authenticity noun - Definition, pictures, pronunciation and usage …
Definition of authenticity noun from the Oxford Advanced Learner's Dictionary. the quality of being true or what somebody claims it is. The authenticity of the letter is beyond doubt. A sentry …
What does authenticity mean? It's not what you've always believed
What does authenticity mean, according to philosophers and psychologists? ⚫ What is the key to being authentic in a changing world?
