LEADER 05752oam 2200805I 450 001 9910779248303321 005 20240207155814.0 010 $a1-280-87429-5 010 $a9786613715609 010 $a1-136-29680-8 010 $a1-136-29679-4 010 $a0-203-11589-9 024 7 $a10.4324/9780203115893 035 $a(CKB)2550000000104757 035 $a(EBL)981758 035 $a(OCoLC)804665859 035 $a(SSID)ssj0000739583 035 $a(PQKBManifestationID)12367138 035 $a(PQKBTitleCode)TC0000739583 035 $a(PQKBWorkID)10687862 035 $a(PQKB)11737189 035 $a(MiAaPQ)EBC981758 035 $a(OCoLC)801405732 035 $a(FINmELB)ELB134438 035 $a(OCoLC)798056581 035 $a(EXLCZ)992550000000104757 100 $a20180706d2012 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aTools and techniques of leadership and management $emeeting the challenge of complexity /$fRalph Stacey 210 1$aNew York, New York :$cRoutledge,$d2012. 215 $a1 online resource (193 pages) 300 $aDescription based upon print version of record. 311 $a0-415-53117-9 320 $aIncludes bibliographical references and index. 327 $aCover; Title; Copyright; CONTENTS; Preface; 1 Introduction; The split between managers and leaders; Outline of the book; 2 The theory of complex responsive processes: understanding organizations as patterns of interaction between people; Introduction; Chaos and unpredictability; From the complexity sciences: local interactions and emergent global order; Interdependent individuals and the interplay of human intentions; The emergence of Facebook in the interplay of intentions; Conclusion 327 $a3 Understanding organizing activities as the game: implications for leadership and management tools and techniquesIntroduction; The nature of local interactions: communication; The nature of local interactions: power relations; The nature of local interactions: ideology and choices; Local interaction: the impact of the social background; Implications for leadership and management tools and techniques; Conclusion; 4 The leadership and management tools and techniques of instrumental rationality: rules and step-by-step procedures; Introduction; The management tools of instrumental rationality 327 $aThe nature of the tools and techniques of instrumental rationalityConclusion; 5 The limitations of the tools and techniques of instrumental rationality: incompatibility with expert performance; Introduction; Competence, perhaps, but not proficiency or expertise; Critique of the tools and techniques of instrumental rationality and responses to the critique; The tools and techniques of leadership: development programmes and models of leadership; Leadership models; Conclusion; 6 The leadership and management techniques of disciplinary power: surveillance and normalization; Introduction 327 $aDisciplinary powerThe effects of disciplinary power in organizations; Thinking about leadership programmes; Conclusion; 7 Taking the techniques of disciplinary power to the extreme: domination and coercive persuasion; Introduction; Coercive persuasion; The techniques of coercive persuasion; Complex responsive processes of discipline; Taking the application of the techniques of disciplinary power to extremes: institutionalized bullying; Further thoughts on taking the application of discipline to extremes: 'Doublethink' and 'Newspeak'; Conclusion 327 $a8 Institutions and the techniques of leadership and management: habits, rules and routinesIntroduction; The nature of institutions; Institutional change; Power and institutions; The differences between the theory of complex responsive processes and the theories of institutions; Institutions and complex responsive processes: patterns of human interaction; Institutional techniques; Conclusion; 9 The leadership and management 'techniques' of practical judgment: reflexive inquiry, improvisation and political adroitness; Introduction; 'Technique' as a mode of inquiry: narrative and reflexivity 327 $aParticipation in conversation: group processes as 'techniques' of widening and deepening communication 330 $aMany of today's books on the tools and techniques of leadership and management provide descriptions of long lists for use in decision-making, leading, coaching and project management. This book takes a completely different approach. It contests the claims that the tools and techniques are based on evidence and explains why human activities of leading and managing are simply not amenable to scientific proof and consequently, why long-term futures of organizations are unpredictable.The book undertakes a critical exploration of just what these tools and techniques are about; showing tha 606 $aLeadership 606 $aLeadership 606 $aManagement 606 $aManagement 606 $aLeadership 606 $aManagement 606 $aBusiness & Economics$2HILCC 606 $aManagement Styles & Communication$2HILCC 615 4$aLeadership. 615 4$aLeadership. 615 4$aManagement. 615 4$aManagement. 615 0$aLeadership 615 0$aManagement 615 7$aBusiness & Economics 615 7$aManagement Styles & Communication 676 $a658.4092 700 $aStacey$b Ralph D.$0116479 801 0$bAU-PeEL 801 1$bAU-PeEL 801 2$bAU-PeEL 906 $aBOOK 912 $a9910779248303321 996 $aTools and techniques of leadership and management$93828211 997 $aUNINA