Karen Sobel Lojeski's Leading the Virtual Workforce: How Great Leaders Transform PDF

Leadership

By Karen Sobel Lojeski

Leading the digital Workforce

How nice Leaders rework companies within the twenty first Century

Praise for top the digital Workforce

"Strong management within the better of occasions is tough to accomplish, yet in present day speedily altering company setting, leaders are validated in lots of new methods. once more, Lojeski has a clean tackle what it takes to guide present day largely dispersed workforce."
—Ellen Pearlman, former editor-in-chief, CIO perception magazine

"Karen Lojeski has distilled the essence of the leader's function in 'managing' digital groups. Her very appropriate case tales illustrate that to achieve success, the real chief has to be capable of create context and a collaborative lexicon for digital wisdom sharing and needs to paintings diligently to construct the social capital that's so important to the luck of digital paintings teams. Karen's key contribution during this and her earlier booklet, Uniting the digital crew, is the 'discovery' and transparent articulation of her conception of the digital Distance Index, which leaders can use to degree and deal with the method of digital teamwork."
—Dave Davison, Chairman, digital Visuals Inc.

"I agree totally with Karen whilst she says that this day, greater than ever, potent leaders are desperately wanted. She skillfully defines the dislocation and demarcation of leaders from fans during the 'Virtual Distance,' and but satirically calls leaders to 'stoke the flames of innovation and cooperation in a posh, interwoven world.' this provides upward thrust to her exploration of the digital Distance chief. As Karen issues out, the twenty-first-century chief needs to, amidst the stipulations of strain, swap, and transformation, carry human recreation and motion to worth and that means for others."
—Adrian Machon, Director, govt & management improvement, GlaxoSmithKline

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Extra resources for Leading the Virtual Workforce: How Great Leaders Transform Organizations in the 21st Century

Sample text

And luck plays a big part in the lives of those who have clocked the time as well. So while the temptation is there to buy in completely to the notion that a finely crafted “blogpost” or “wiki” is going to suddenly change much in the long run, it’s a dangerous and slippery slope. And when this fantasy gets transmogrified into the widespread dogma that enabling new social networks through technology alone is going to instantaneously create well-oiled, productive, and profitable workforces, companies fail.

Tenner, Why Things Bite Back: Technology and the Revenge of Unintended Consequences (New York: Alfred A. Knopf, 1996). 4. K. Sobel Lojeski and R. Reilly, Uniting the Virtual Workforce: Transforming Leadership and Innovation in the Globally Integrated Enterprise (Hoboken, NJ: John Wiley & Sons, 2008). 5. C. Shirky, Here Comes Everybody: The Power of Organizing without Organizations (New York: Penguin Group, 2008). 6. Comments made by Paul Saffo in July, 2007 at a dinner reception during the Stanford Summer Institute led by Charles House, Executive Director, Stanford MediaX Lab.

Third, Gandhi was courageous in challenging the British Raj and spent long years in prison as a result. Finally, Gandhi’s behavior was very different from most leaders. The Salt March is one of many examples of unconventional behavior that helped to form an emotional connection between Gandhi and the Indian people. P1: OTA/XYZ P2: ABC c02 JWBT169-Sobel August 23, 2009 14:21 Printer Name: Yet to Come BEHAVIORAL MODELS OF LEADERSHIP 25 The notion of charismatic leadership comes originally from the work of Max Weber, a sociologist, who used the term charismatic to differentiate political or social leadership that is not based on formal authority but on the idea that the leader is an extraordinary person.

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