Organizational Behavior - Bibliography

Organizational Behavior: Linking Individuals and Groups to Organizational Contexts
Richard T. Mowday and Robert I. Sutton (Department of Industrial Engineering and Engineering Management, Stanford)
Annual review of Psychology, 1993, pp. 195-229

Value Stream Walk

Jim Womack

The best lean tool a manager can have is a good pair of shoes for walking his or her value streams. The reason: Managers and executives must learn to think "horizontally" across functions in order to understand and improve the flow of value to customers. This means un-learning the traditional "vertical" thought process based on organizational charts and optimizing departments.

A good practical way to learn horizontal thinking is to take a walk -- a value-stream walk -- on a regular basis. Womack will provide practical tips and a framework, based on his years of learning by walking real-world value streams, for what managers and executives should do when they take value-stream walks.
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Leadership and Integrity - Research Paper by Robert Hooijberg and Nancy Lane - Information

Available at
http://m.imd.ch/research/publications/upload/Hooijberg_Lane_WP_2005_1_Level_1.pdf


Hooijberg, Hunt and Dodge (1997) called for more attention to be paid to values in leadership research, especially to the role of integrity

Hypothesis: Integrity has a positive association with effectiveness for all raters.

Direct reports will see an especially strong association between
integrity and leadership effectiveness.

Hypothesis  stated that Integrity would have a positive association with effectiveness for
all raters. Based on the literature we certainly expected this hypothesis to be true. The results,
however, show a statistically significant association for the managers themselves and their peers,
but not for the direct reports and bosses. 

Leadership through strategy, structure, and systems - Robert Hooijberg

Strategic leaders must put in place structures, systems and processes that support and encourage the development of leaders within the organization.


Strategic leaders must design and implement appropriate organizational strategy, structure, and systems in order to reach, align and gain commitment from those who cannot be touched personally – thereby allowing all members to contribute meaningfully  to their organization’s overarching goals.

Resources

http://www.imd.org/research/challenges/upload/Reflecting_your_vision.pdf

http://www.imd.org/research/publications/upload/PFM151_LR_Hoojberg_Lane.pdf

Being there even when you are not: Leadership through strategy, structure, and systems
Robert Hooijberg, James G Hunt, John Antonakis, Kimberly B Boal, Nancy Lane
Emerald Group Publishing, 01-Jan-2007 - Leadership - 334 pages
Whereas most of the leadership literature has focused on direct, interpersonal leadership, few researchers have examined indirect leadership or the leadership of organizations. Of course, direct, personal leadership plays an important role at all levels of the organization. However, we focus here on how leaders use strategy, structures, and systems to create the conditions that stimulate others to meaningfully contribute to the overarching goals of the organization. We therefore explore the role of the strategic leader as an "architect." In this role as strategic architect, we examine how top-level leaders create organizations wherein leadership is developed, knowledge is created and disseminated, meaning is shaped and shared, and where the vision cascades to all corners of the organization. We also explore the "darker" side of leader discretion to show the deleterious consequences of leader power. Finally, we examine the complex nature of organizations and the roles of leaders in adapting the organization to the environment in which it operates. The six major sections in this book coincide with these aspects of the leader's architectural focus. The first chapter in each section provides a short theoretical introduction. Following the theory chapters are application chapters, highlighting the practical implications of the theory with real-life examples. The sixth section explores the relationship between complexity theory and strategic leadership
Google Book Link with Preview facility
http://books.google.co.in/books?id=pBU2nbSjvQQC

Multipliers: How the Best Leaders Make Everyone Smarter by Elizabeth Wiseman with Greg Mckeown - Book Information

About the Author

Liz Wiseman is the president of The Wiseman Group, a leadership research and development center headquartered in Silicon Valley. She advises senior executives and leads strategy and leadership forums for executive teams worldwide. A former executive at Oracle Corporation, she worked as the vice president of Oracle University and for seventeen years as the global leader for human resource development. She holds a BS in business management and a master's in organizational behavior, each from Brigham Young University.



Table of Contents

 
Foreword by Stephen R. Covey ix
 
1 The Multiplier Effect 1
2 The Talent Magnet 33
3 The Liberator 65
4 The Challenger
5 The Debate Maker 133
6 The Investor 159
7 Becoming a Multiplier 195
 
Acknowledgements 225
Appendix A: The Research Process 229
Appendix B: Frequently Asked Questions 237
Appendix C: The Multipliers 245
Appendix D: Multipliers Discussion Guide 249
The Multipliers Assessment 252
Notes 253
Index 257

More on the concept of multipliers
Multipliers - Diminishers - Leadership Model by Liz Wiseman

Multipliers - Diminishers - Leadership Model by Liz Wiseman

Elizabeth Wiseman (Liz Wiseman) is president of Wiseman Group. In the research she did along with her colleagues, she came up with the model of leaders as  multipliers and diminishers. Multipliers use 95% of the capability of their followers where as diminishers use an average of 48%. Thus a multiplier leaders almost doubles the productivity of his followers by 100%.

They say, the multiplier uses five disciplines. As a talent magnet, he attracts talented people and uses them at their highest point of contribution. As a liberator, he creates an environment that allows people's best thinking and work. As a challenger he defines an opportunity that causes people to stretch. As a debate maker, he drives decision through rigorous debates.As an investor, he invests in the success of his followers and gives people the ownership for results.


Presentation by Liz Wiseman, and Greg McKeown, Coauthors at Google Talks on Multipliers
57.11 minutes
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More material on the topic

http://articles.economictimes.indiatimes.com/2012-11-09/news/35014658_1_multiplier-effect-leaders-managers (the article made me aware of the topic)

Review of the book in Drake Management Review - http://faculty.cbpa.drake.edu/dmr/0101/DMR010110B.pdf

http://www.humanresourcesiq.com/talent-management/articles/are-you-a-multiplier-or-a-diminisher/

Videos - Wiseman Group
http://thewisemangroup.com/vids/