MARC状态：审校 文献类型：西文图书 浏览次数：81
- 题名/责任者:
- Peer-to-peer leadership : why the network is the leader / Mila N. Baker.
- 版本说明:
- First Edition.
- 出版发行项:
- San Francisco, CA : Berrett-Koehler Publishers, Inc. [2014]
- ISBN:
- 9781609947477 (pbk.)
- 载体形态项:
- xxiii, 170 pages : illustrations ; 24 cm.
- 个人责任者:
- Baker, Mila N.
- 论题主题:
- Leadership.
- 论题主题:
- Organizational change.
- 论题主题:
- Organizational behavior.
- 论题主题:
- Peer-to-peer architecture (Computer networks)-Social aspects.
- 论题主题:
- Business networks.
- 论题主题:
- System theory.
- 中图法分类号:
- F272.91
- 书目附注:
- Includes bibliographical references and index.
- 内容附注:
- Machine generated contents note: Introduction -- Part One What is P2P? -- Chapter 1 Dynamic Decision-making -- Chapter 2 Interactive Nodes -- Chapter 3 Applying P2P within organizations -- Part Two P2 Environments: A New Organization Dimension -- Chapter 4 Motivate the Behemoth -- Chapter 5 Internal Audit -- Chapter 6 The Nature and Nurture of P2P -- Chapter 7 Changing the Organizational Architecture -- Part Three Pp At Work (Deploying Pp) -- Chapter 8 Case Studies -- Chapter 9 Role of Leadership and Organization Development in P2P -- Chapter 10 Profiles in Courage -- Conclusion.
- 摘要附注:
- "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"--
- 摘要附注:
- "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"--
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