Real connections within teams can create a culture shift for an entire company. Leading Below the Surface illustrates this vision, taking a radical stance against the "surface-ness" of corporate culture and exploring how highly rewarded behaviors are actually destroying organizations, blocking us all from creating truly diverse, equitable, and inclusive cultures of belonging. This book is not a step-by-step instructional guide or dry academic theory. With a foreword by Amy Edmondson, author and Novartis Professor of Leadership at Harvard Business School, this book is inspired by organizational culture research, social psychology and neuroscience frameworks. Leading Below the Surface is a compass for the purpose-driven and forward-thinking leader. It merges true stories from the lived experiences of culture leader LaTonya Wilkins with actionable insights backed by dynamic interdisciplinary research. Just like she has done for hundreds of coaching and organizational clients, LaTonya effectively coaches you through this transformation through each engaging chapter. Leading Below the Surface disrupts the way we think about traditional leadership constructs and the diversity, equity, and inclusion initiatives that have failed to make lasting change. The wisdom in these pages is powerful enough to not only change the way we think about corporate culture, but will instantly activate opportunities for the individual looking to advance their career while remaining authentic to who they are.

Deepen your success with a new, reality-driven model for leadership that tailors corporate management know-how for the classroom and beyond.

"Creighton gets leaders to look further and more deeply at what is going on within an organization. He clearly demonstrates that looking ′below the surface′ at motivations, struggles, and challenges is imperative." Pamela Flood, Assistant Professor Florida State University A groundbreaking model that digs deeper to uncover the root of effective leadership!Filling the gap between existing theoretical models and real-world practice, this landmark guide introduces a fresh paradigm shift that will shape the future of successful school leadership. Brimming with straightforward how-to′s and practical examples, the book draws upon the latest influential best practices of effective business management and tailors them to meet the needs of educational leaders at all levels. Leading From Below the Surface offers a deeper exploration of the more subjective, intangible aspects of leadership to get to the real issues, moving decision making outside the confines of school boardrooms and offices and into the dynamic hallways, community centers, school kitchens, and playgrounds. Special features include: Tools for expanding beyond data-based to evidence-based decision making for an enlightened perspective Tactics for building political capital Time management tips Reader-friendly text and real-life scenarios for practical application Leading From Below the Surface empowers educators to take a more comprehensive approach to managing schools that can boost teacher morale, student achievement, and community perceptions for overall success.

For MBA and upper-level undergraduate courses in Leadership, Organizational Behavior, and Change. This brief paperback outlines a practical, contemporary model for making a difference as a leader in the Information Age one which goes well beyond the single, behavior-focused leadership style (Level One) typically associated with Industrial-Age organizations to encompass opportunities to influence people and their thinking (Level Two Leadership), and their values and basicassumptions about how the world operates (Level Three Leadership). Drawing on the work of a wide range of scholars and authors in the field of leadership and managing change, it integrates theory and practice to create the model and a set of related perspectives and concepts about how students can become better leaders not only in their own lives, but in their work group, and in their organizations. Questions for Reflection throughout and an innovative Workbook section help students explore their own values, assumptions, beliefs, and expectations about what it means to be an effective leader and suggest ways to grow and develop their leadership skills.

A guide to the latest research on how young people can develop positive ethnic-racial identities and strong interracial relations Today’s young people are growing up in an increasingly ethnically and racially diverse society. How do we help them navigate this world productively, given some of the seemingly intractable conflicts we constantly hear about? In Below the Surface, Deborah Rivas-Drake and Adriana Umaña-Taylor explore the latest research in ethnic and racial identity and interracial relations among diverse youth in the United States. Drawing from multiple disciplines, including developmental psychology, social psychology, education, and sociology, the authors demonstrate that young people can have a strong ethnic-racial identity and still view other groups positively, and that in fact, possessing a solid ethnic-racial identity makes it possible to have a more genuine understanding of other groups. During adolescence, teens reexamine, redefine, and consolidate their ethnic-racial identities in the context of family, schools, peers, communities, and the media. The authors explore each of these areas and the ways that ideas of ethnicity and race are implicitly and explicitly taught. They provide convincing evidence that all young people—ethnic majority and minority alike—benefit from engaging in meaningful dialogues about race and ethnicity with caring adults in their lives, which help them build a better perspective about their identity and a foundation for engaging in positive relationships with those who are different from them. Timely and accessible, Below the Surface is an ideal resource for parents, teachers, educators, school administrators, clergy, and all who want to help young people navigate their growth and development successfully.

Break the cycle of surface-level change and failure How do leaders become clearer as complexity increases? We live in a world where decisions require judgment, getting people on board, drawing on local knowledge, ingenuity, and commitment. As leaders, how do you get beneath surface-level change to tackle complex challenges with depth and clarity. Nuance is the answer. Michael Fullan returns with an eminently readable, compelling and practical guide on the three habits of nuance: joint determination, adaptability, and culture-based accountability. Learn how you can: · Combine the power of networks and humanity to get to desired destinations. · Embrace complexity and understand context to develop better judgment · Change the culture of your organization to harness the forces of nuance. · Develop quality change that sticks With tons of examples and case studies of this book makes explicit the hidden habits and mind frames of leaders who deliver lasting change.

Using his own story, the international bestselling author shows readers how 3 changes in mindset can help them shape their future. Synchronicity is an inspirational guide to developing the most essential leadership capacity for our time: how we can collectively shape our future. Through the telling of his life story, Jaworski posits that a real leader sets the stage on which “predictable miracles,” seemingly synchronistic in nature, can—and do—occur. He shows that this capacity has more to do with our being—our total orientation of character and consciousness—than with what we do. Leadership, he explains, is about creating—day by day—a domain in which human beings continually deepen their understanding of reality and are able to participate in shaping the future. He describes three basic shifts of mind required if we are to create and discover an unfolding future—shifts in how we see the world, how we understand relationships, and how we make commitments—and offers a new definition of leadership that applies to all types of leaders. “A deeply personal and moving narrative that opens up new vistas on compassion, commitment, and connectedness—and hence on leadership.” —James MacGregor Burns, Pulitzer Prize–winning presidential biographer and Woodrow Wilson Professor of Government, Emeritus, Williams College “An insightful, profound, and readable contribution to understanding the personal side of leadership.” —Rosabeth Moss Kanter, Ernest L. Arbuckle Professor of Business Administration, Harvard Business School, and author of SuperCorp “An unusually thoughtful exploration of the “inner” aspects of leadership, particularly in the business arena.... Eschewing easy answers and ten-point plans to success, presenting the insights he has garnered from forward-looking thinkers including David Bohm and Rupert Sheldrake, Jaworski offers a searching and wise brief that deserves to be read in boardrooms everywhere.” —Publishers Weekly

The chapters contributed to this book have been written by the staff and associates of The Tavistock Consultancy Service, whose distinctive competence is in the human dimension of enterprise and the dynamics of the workplace. The intention is to identify and explore some of the key themes that have emerged, such as the emotional world of the organisation and the dynamics of resistance to change, and how these affect and influence the understanding of leadership and management in contemporary organizations. No attempt is made to reach a consensus, but rather to raise and map out a territory of continuing question and debate. Contributors:David Armstrong; Andrew Cooper; Tim Dartington; William Halton; Sharon Horowitz; Linda Hoyle; Clare Huffington; Kim James; Sarah Miller; Anton Obholzer; Jane Pooley; and Nick Temple. Part of the Tavistock Clinic Series.

This is a book destined for leaders who wish to implement change more intelligently and effortlessly. Drawing on a combination of rigorous research and extensive organizational experience, the authors present a framework for leading change, ?Changing Leadership?, that describes the specific leader practices they have found make the biggest difference between success and failure in implementing high magnitude change. In doing all of this, the leader works to make change happen in the day to day activity and conversations of the organization.