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Real stories from real CEOs on implementing successful change initiatives in any organization Change is difficult. In large organizations with established cultures, managing change can be one of the biggest challenges for business leaders and managers. Using a wealth of real stories from real CEOs on how they managed major change initiatives-and the lessons they learned along the way-Change Lessons from a CEO gives professionals and business students powerful and effective guidance on successfully managing change initiatives in any organization. The book's uniquely flexible app.

Two-hundred and four blue-collar employees participated in a study in which we tested for the effects of individualism/collectivism (I/C) orientations (solitary work preference, supremacy of individual goals, competitiveness, and self-reliance dimensions) and perceived task interdependence on two employee attitudes: team loyalty and prosocial behavior. We found support for the hypothesis that perceived task interdependence had positive effects on team loyalty and prosocial behavior. Further, solitary work preference, supremacy of individual goals, and self-reliance dimensions of I/C had main effects on loyalty to the team. The supremacy of individual goals dimension of I/C also had a main effect on pro-social behavior. We also found that task interdependence moderated the relationships between solitary work preference and pro-social behavior. The implications of our findings are discussed.

In this study, we examine whether individualism/collectivism (I/C) orientations predict employee attitudes and behavioral intentions, and also consider whether I/C orientation moderates the relationship between equity perceptions and these variables. Four hundred and two employees from 11 high technology and financial services companies participated in this study. Results indicated that the competitiveness dimension of I/C moderated the relationships between equity perceptions and effort, and equity perceptions and obligations towards teamwork. Similarly, the solitary work preference dimension of I/C moderated the relationships between equity perceptions and career intent, and equity perceptions and obligations towards teamwork. The interactions between equity perceptions and I/C dimensions produced interesting effects. The results suggest that varying levels of equity perceptions are associated with different effects on employee attitudes and behavioral intentions depending on the level of employee individualism or collectivism orientations. Also, the solitary work preference dimension of I/C was positively related to organizational commitment contrary to the hypothesized direction. Implications for research and practice are discussed.

The communication aspect of leadership - to actively engage your followers and achieve understanding and motivation whilst making the message memorable - has never been more important. Using vivid lessons and examples from spheres outside business organization, The Persuasive Leader explores the leader's role as a communicator and teaches the fundamental principles of successful leadership. This book provides insights and principles about persuasive leadership from a broad range of human experiences. It draws on examples of persuasive leaders and persuasive leadership principles from the perfo

Purpose– The purpose of this paper is to examine how a system of human resource management (HRM) practices, labelled high-performance work systems (HPWS), influences organizational innovation in professional service firms (PSFs). In this study, innovation in PSFs is seen as an indicator of firm performance and is calculated as the revenue per person generated from new clients and new services, respectively.Design/methodology/approach– Quantitative data were collected from 195 managing partners, HR managers or experienced Partners in 120 Irish accounting firms. Hierarchical regression analysis was used to test the hypotheses.Findings– The analysis results indicate strong support for the mediating role of employees' innovative work behaviours in the relationship between HPWS and two types of PSFs' innovation performance.Practical implications– Managers need to effectively adopt and implement innovation-based HRM practices to encourage and support employees' creative thinking and innovation. Through the adoption and utilization of these practices managers can enhance the firm's innovation and its performance.Originality/value– This study contributes to our understanding of the link between HRM and firm innovation by explicating a pathway between these variables. This study also generalizes consistent findings on the HRM-firm innovation relationship to a different context, i.e. PSFs.