Peer-to-peer leadership [electronic resource] : why the network is the leader / Mila Baker.

by Baker, MilaLooking glass; EBSCO Publishing (Firm) [supplier.]Looking glass.

Series: BK business book: Publisher: San Francisco, CA : Berrett-Koehler Publishers, [2014]Edition: First edition.Description: 1 online resource.ISBN: 1609947487; 1609947495; 9781609947484; 9781609947491.Subject(s): Business networksLooking glass | LeadershipLooking glass | Organizational behaviorLooking glass | Organizational changeLooking glass | Peer-to-peer architecture (Computer networks) -- Social aspects | System theoryLooking glass | Electronic booksLooking glass
Contents:
The language of leadership -- Node community -- Organizational equipotency -- Relational dynamics -- From survival of the fittest to survival of the connected -- The flow of information -- Nimbleness and change -- Real-time feedback and dialogue -- Implications for organizational design -- Implications for leadership -- Moving forward.
Note: Includes bibliographical references and index. Summary: "From a top scholar and corporate executive comes a new vision for leadership; the days of top down management are numbered, but the potential for peer-to-peer leadership is limitless"-- Provided by publisher.Summary: "Why is it that the trust in leadership and the success of leaders seems to erode as we develop and refine more sophisticated models for leading, such as emotional intelligence, transformational leadership, adaptive leadership, etc.? Mila Baker believes that most of today's leadership theories are old wines in new skins, and still rely on the leader-follower hierarchy. Yet the idea of hierarchy is breaking down everywhere in society, from politics, to religion, to social relationships--and most particularly in computers and networking. Why should leadership be any different? Baker's inspiration is the peer-to-peer model of computing, which is also mirrored in social networking and crowdsource technologies. Baker shows that a network with "equipotent" nodes of power--think peer leaders--are infinitely more powerful than "client-server" (i.e. leader-follower) networks. Yet the typical organizational design still harkens back to the days of punch-card computers. By creating organizations with leaders at all levels, architects of peer-to-peer organizations can build flexibility, resiliency and accountability. Baker still advocates the need for top level executives and senior leaders, but advises them to give up traditional notions of power and become focused on the health of the network rather than achieving personal leadership goals. Companies such as Gore and Herman Miller practice these principles and have achieved long-term success--Baker provides a structure to this approach that any organization can adapt"-- Provided by publisher.Alternative form: Print version: 1609947479; Print version: 9781609947477Online access: Read this e-book from EBSCO
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Enhanced descriptions from Syndetics:

Our leadership models are stuck in an Industrial Age, top-down mentality. But in our complex, data-drenched, 24/7 world, there is simply too much information coming from too many different directions too quickly for any one leader or group to stay on top of it. Hierarchy is breaking down everywhere--why should leadership be any different?

Inspired by the peer-to-peer model of computing used in social networking and crowdsource technologies, Mila Baker shows a new way to lead. Organizations, she says, must become networks of "equipotent" nodes of power--peer leaders. The job of the leader is now to set the overall goals and direction and optimize the health of that network, not tell it what to do. In these organizations, leadership roles shift rapidly to fit the needs of any given situation. Information flows freely so those who need it can find it easily and act on it immediately. Feedback becomes an organic part of the workflow, enabling rapid course corrections.

Baker shows how companies like Gore and Herman Miller have achieved long-term success practicing these principles and provides a structure that any organization can adapt to build flexibility, resiliency, and accountability.

Includes bibliographical references and index.

The language of leadership -- Node community -- Organizational equipotency -- Relational dynamics -- From survival of the fittest to survival of the connected -- The flow of information -- Nimbleness and change -- Real-time feedback and dialogue -- Implications for organizational design -- Implications for leadership -- Moving forward.

"From a top scholar and corporate executive comes a new vision for leadership; the days of top down management are numbered, but the potential for peer-to-peer leadership is limitless"-- Provided by publisher.

"Why is it that the trust in leadership and the success of leaders seems to erode as we develop and refine more sophisticated models for leading, such as emotional intelligence, transformational leadership, adaptive leadership, etc.? Mila Baker believes that most of today's leadership theories are old wines in new skins, and still rely on the leader-follower hierarchy. Yet the idea of hierarchy is breaking down everywhere in society, from politics, to religion, to social relationships--and most particularly in computers and networking. Why should leadership be any different? Baker's inspiration is the peer-to-peer model of computing, which is also mirrored in social networking and crowdsource technologies. Baker shows that a network with "equipotent" nodes of power--think peer leaders--are infinitely more powerful than "client-server" (i.e. leader-follower) networks. Yet the typical organizational design still harkens back to the days of punch-card computers. By creating organizations with leaders at all levels, architects of peer-to-peer organizations can build flexibility, resiliency and accountability. Baker still advocates the need for top level executives and senior leaders, but advises them to give up traditional notions of power and become focused on the health of the network rather than achieving personal leadership goals. Companies such as Gore and Herman Miller practice these principles and have achieved long-term success--Baker provides a structure to this approach that any organization can adapt"-- Provided by publisher.

Description based on print version record.

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