teams, leadership and innovation

The Search for Leadership: An Organisational Perspective
(2009, 324 pages)

Sets out a Systems Thinking critique of the traditional approach to training, developing and rewarding leaders. It proposes an approach to leadership that looks beyond individual leaders to the overall organisational context in which they have to operate.

Systemic Leadership Toolkit (2009, 152 pages)

Designed to accompany The Search for Leadership and includes nine self-assessment questionnaires with detailed implementation advice and guidance. The Toolkit is designed to be used by any organisation looking for a non-hierarchical, integrated way to approach management, leadership, teams and decision-making.

Inside Project Red Stripe: Incubating Innovation and Teamwork at The Economist (2008, 232 pages)

Chronicles the work of six staff members of The Economist, who were given £100,000 and six months to come up with 'the next big thing' that the company should do. A guide to the perils of innovation and teamwork.

The Innovation Acid Test: Growth Through Design and Differentiation (2008, 196 pages)

Focuses on the way that six different world-class organisations have used Design Thinking to innovate across their businesses. The author, Andrew Jones, focuses on the 'human-centred' approach these organisations use - one that is based on a new model of architecture, design and anthropology.

Monkeys with Typewriters: Myths and realities of social media at work (2009, 232 pages)

Examines the themes of co-creation, listening, openness, passion, generosity and learning in relation to new digital media and the way they are used in organisations.

Herding Cats: Being advice to aspiring academic and research leaders (2010, 136 pages)

Offers practical advice from Dr Geoff Garrett (who has headed CSIR and CSIRO in South Africa and Australia) and Sir Graeme Davies who has headed Liverpool, Glasgow and London Universities.

Employee Empowerment: the rhetoric and reality (2010, 108 pages)

Explains what works and what doesn't when organisations run empowerment initiatives. Useful case studies suggest practical ways of making empowerment approaches 'stick' in your organisation.

Leading from example: A short guide to the lessons of literature (2011, 168 pages)

Lessons for leaders drawn from Rudyard Kipling, Jack London, Ernest Hemingway, Joseph Conrad, George Orwell, R C Sherriff.

Strategy, Leadership and the Soul: Resilience, Responsiveness and Reflection for a Global Economy (2010, 164 pages)

Looks at the leadership skills required for organisations that have to be in a state of permanent transformation - what the authors call 'transorganisations'..