Leadership and Cultural Webs in Organisations: Weavers' Tales

Emerald Group Publishing
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The call for a change of culture is commonplace in corporate and governmental settings. What this means and how to go about it have proved to be elusive challenges for the field of organisation and leadership studies. This work brings insights from the field of anthropology to illuminate these questions and proposes a fresh approach to working with them. Interweaving ideas from the fields of Social Construction, Anthropology and Complex Responsive Processes with examples of cultural change drawn from across the spectrum of organisational life, this book offers a compelling perspective on how to work with these powerful yet hidden forces. The author combines 35 years of experience as a consultant with the rigour of business academia. With a capacity to bring clarity to complex issues, the author identifies a range of practical and strategic options for those leaders, managers and consultants looking to promote cultural change. Building on the metaphor of cultures as 'webs of signification', McLean considers how cultural webs form, how they change, and shows how to reveal the unique forms that they take in different organisational settings.
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Additional Information

Publisher
Emerald Group Publishing
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Published on
Dec 5, 2013
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Pages
300
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ISBN
9781783501090
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Language
English
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Genres
Business & Economics / Leadership
Business & Economics / Organizational Behavior
Business & Economics / Workplace Culture
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Content Protection
This content is DRM protected.
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Available on Android devices
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Eligible for Family Library

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The Deluxe Edition of Leaders Eat Last, now with an expanded chapter and appendix on leading millennials, includes over 30 minutes of exclusive video and 30 minutes of audio of Simon Sinek. The acclaimed, bestselling author of Start With Why and Together is Better delves deeper into book’s themes and shares additional examples and insights.
 
Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled. This is not a crazy, idealized notion. Today, in many successful organizations, great leaders create environments in which people naturally work together to do remarkable things. 

In his work with organizations around the world, Simon Sinek noticed that some teams trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives are offered, are doomed to infighting, fragmentation and failure. Why?

The answer became clear during a conversation with a Marine Corps general. "Officers eat last," he said. Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What's symbolic in the chow hall is deadly serious on the battlefield: Great leaders sacrifice their own comfort--even their own survival--for the good of those in their care.
     
Too many workplaces are driven by cynicism, paranoia, and self-interest. But the best ones foster trust and cooperation because their leaders build what Sinek calls a "Circle of Safety" that separates the security inside the team from the challenges outside.

Sinek illustrates his ideas with fascinating true stories that range from the military to big business, from government to investment banking.
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Since Turn the Ship Around! was published in 2013, hundreds of thousands of readers have been inspired by former Navy captain David Marquet’s true story. Many have applied his insights to their own organizations, creating workplaces where everyone takes responsibility for his or her actions, where followers grow to become leaders, and where happier teams drive dramatically better results.

Marquet was a Naval Academy graduate and an experienced officer when selected for submarine command. Trained to give orders in the traditional model of “know all–tell all” leadership, he faced a new wrinkle when he was shifted to the Santa Fe, a nuclear-powered submarine. Facing the high-stress environment of a sub where there’s little margin for error, he was determined to reverse the trends he found on the Santa Fe: poor morale, poor performance, and the worst retention rate in the fleet.

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Before long, each member of Marquet’s crew became a leader and assumed responsibility for everything he did, from clerical tasks to crucial combat decisions. The crew became completely engaged, contributing their full intellectual capacity every day. The Santa Fe set records for performance, morale, and retention. And over the next decade, a highly disproportionate number of the officers of the Santa Fe were selected to become submarine commanders.

Whether you need a major change of course or just a tweak of the rudder, you can apply Marquet’s methods to turn your own ship around.
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