Why should anyone be led by you?: what it takes to be an authentic leader

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: showing emotion and withholding it, getting close to followers while keeping distance, and maintaining individuality while ?conforming enough.? Underscoring the social nature of leadership, the book also explores how leaders can remain attuned to the needs and expectations of followers

Harvard Business Review on Managing People

v. 269 hal.;21 c

Clever: leading your smartest, most creative people

If your company is like most, it has a handful of people who generate disproportionate quantities of value: A researcher creates products that bankroll the entire organization for decades. A manager spots consumer-spending patterns no one else sees and defines new market categories your enterprise can serve. A strategist anticipates global changes and correctly interprets their business implications. Companies' competitiveness, even survival, increasingly hinge on such "clever people." But the truth is, clever people are as fiercely independent as they are clever-they don't want to be led. So how do you corral these players in your organization and inspire them to achieve their highest potential? In Clever, Rob Goffee and Gareth Jones offer potent insights drawn from their extensive research. The authors explain how to: -Identify your clever people and their motivations -Shelter your "clevers" from political distractions that can inhibit their productivity -Help clevers generate even more value by creating clever teams -Manage the unique tensions that can arise when clevers work together Leading clever people can be enormously challenging, yet doing so effectively is the key to your organization's sustained success. Lively and engaging, this book provides the ideas, practices, and examples you need to create an environment where your most brilliant people can flourish

Developing managers for Europe: A re-examination of cross-cultural differences

The emergence of a single European market reflects a wider process of social and economic change. In this context, international businesses face a range of key issues relating to human resources in general and management development in particular. This paper by Rob Goffee and Gareth Jones critically reviews the research on cultural difference and suggests an alternative perspective for understanding diversity among managers. The implications of this approach for contemporary management development processes are then assessed.