Driven to Lead

J-B Warren Bennis Series

Book 168
Sold by John Wiley & Sons
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Praise for Driven to Lead

"A powerful scientific framework, grounded in evolutionarybiology, that helps us think about leadership successes andfailures throughout history and how we might address humanity'sneed for better leadership going forward."
Nitin Nohria, Dean, Harvard Business School

"Brilliant insights—straightforward, easy to comprehend,and extremely useful to anyone in business. I predict thefour-drives model will replace Maslow's hierarchy of needs as theaccepted way of describing human behavior."
David N. Burt, chairman emeritus, Supply ChainManagement Institute, University of San Diego

"Paul Lawrence is back! Driven to Lead is the mostcomprehensive general theory of leadership ever created. By diggingdeeply into Darwin, Lawrence offers a practical guide for authenticleaders to excel in today's challenging world."
Bill George, professor of management practice,Harvard Business School, and former chair and CEO, Medtronic

"If Darwin had written a book about leadership in thetwenty-first century, this would be it."
Ranjay Gulati, Jaime and Josefina Chua TiampoProfessor of Business Administration, Harvard Business School

"It's the E = mc2 of human behavior."
Malcolm DeLeo, Vice President of Innovation, DaymonWorldwide

"This book presents a rigorous and novel theory on how evolutionand the human brain can produce effective and ineffectiveleadership. The writing is clear. It is accessible to practitionersas well as to researchers."
Chris Argyris, professor emeritus, Harvard BusinessSchool

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About the author

Paul R. Lawrence is the Wallace Brett Donham Professor of Organizational Behavior Emeritus at Harvard Business School. He is the author of twenty-five books and numerous articles across the entire field of social sciences and is the coauthor, with Nitin Nohria, of Driven: How Human Nature Shapes Our Choices.
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Additional Information

Publisher
John Wiley & Sons
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Published on
Jul 13, 2010
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Pages
336
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ISBN
9780470638538
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Language
English
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Genres
Business & Economics / Leadership
Business & Economics / Management
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Content Protection
This content is DRM protected.
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Many companies today are either undergoing drastic organizational changes or are faced with the prospect of having to make these changes in the near future. The need for change may arise from internal sources—growth in the size of the company, the problem of aging—or, more frequently, from external sources: changes in the nature of markets, in the technology of the industry, or even cultural beliefs about the “proper” rewards of work and behavior for employers and employees. This book is concerned with the process of change by which organizations achieve their purposes and meet the needs of their individual and group contributors.

Lawrence's study is centered on a medium-sized supermarket chain in which several important management functions were being shifted from the home office to newly created store managers. The origin and reasoning behind these organizational changes, the methods of introducing them, the process of shifting the roles of key individuals, and the consequences of the changes are considered in detail. The author's inquiry proceeds from four essential research questions: What is the nature of the basic behavior patterns in this organization? What are the key factors involved in changing those patters? Did significant measurement change occur? If so, how was it accomplished.

This volume, first published in 1958, broke new ground in devising techniques to measure changes in behavior patterns of individuals, in focusing attention on the behavior patterns of individuals at the management levels of an organization, and in clarifying the stubborn facts of human behavior involved in changing administrative patterns. The book will be of continuing interest to managers and administrators concerned with making key changes in customary supervisory practices and to sociologists for the way the book addresses the general issue of the conflicts between the shifting demands of large organizations and the integrity of the individual. The new 1990 introduction by the author nicely illustrates his belief that the process of organizational change remains a central issue for American society.

Many companies today are either undergoing drastic organizational changes or are faced with the prospect of having to make these changes in the near future. The need for change may arise from internal sources—growth in the size of the company, the problem of aging—or, more frequently, from external sources: changes in the nature of markets, in the technology of the industry, or even cultural beliefs about the “proper” rewards of work and behavior for employers and employees. This book is concerned with the process of change by which organizations achieve their purposes and meet the needs of their individual and group contributors.

Lawrence's study is centered on a medium-sized supermarket chain in which several important management functions were being shifted from the home office to newly created store managers. The origin and reasoning behind these organizational changes, the methods of introducing them, the process of shifting the roles of key individuals, and the consequences of the changes are considered in detail. The author's inquiry proceeds from four essential research questions: What is the nature of the basic behavior patterns in this organization? What are the key factors involved in changing those patters? Did significant measurement change occur? If so, how was it accomplished.

This volume, first published in 1958, broke new ground in devising techniques to measure changes in behavior patterns of individuals, in focusing attention on the behavior patterns of individuals at the management levels of an organization, and in clarifying the stubborn facts of human behavior involved in changing administrative patterns. The book will be of continuing interest to managers and administrators concerned with making key changes in customary supervisory practices and to sociologists for the way the book addresses the general issue of the conflicts between the shifting demands of large organizations and the integrity of the individual. The new 1990 introduction by the author nicely illustrates his belief that the process of organizational change remains a central issue for American society.

Today’s society sorely needs the innovations that are the intended fruit of large institutions’ research and development programs. Yet, to date, the complicated process of R&D management holds a track record that is far from impressive.

The task of R&D managers is to channel and direct a complex process involving scientific, political, and social groups with differing values and goals. And this must be done in such a way as to preserve an environment that allows science to pursue knowledge efficiently, but also insures that the goals pursued are relevant to pressing social needs.

To discern why some programs are more successful in this task than others, the authors have studied nine R&D programs in two large organizations, both of which are embedded in complex social, economic, and political environments. These programs are:

THE NATIONAL INSTITUTE OF HEALTH

Artificial Heart Research, Cancer Chemotherapy Research, Sudden Infant Death Syndrome Research, Sickle Cell Anemia Research, Genetics Research

THE AMERICAN TELEPHONE AND TELEGRAPH COMPANY

The No. 4 Electronic Switching System, The High Capacity Mobile Telephone, Millimeter Wavelength Transmission, The D-4 Digital Channel Bank

The study not only examines the organizational and technical aspects of each program, but also considers their political environments. The authors also explore the historical origins of each program and its evolution, seeking in-depth understanding through interviews with relevant actors and analyses of documentary evidence of decisions, events, and the paths to them.

The cases selected bring out the important dimensions and issues in both public and private R&D management. The authors have illuminated logical patterns in the management process that can produce desired results. The book features a model that will prove useful to managers and students of research and development.
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