Leading When You're Not the Boss (PDF)

Answer the questions that arise when managers and workers
need to adjust to unfamiliar leadership roles and rules in flattened
organizational forms. Leading When You're
Not the Boss provides a conceptual framework that you can apply when
assessing your own organizations and work. The book discusses the underlying
ideas necessary for a shift from a culture of hierarchies to one of
relationships and the establishment of intrapreneurial and holistic work
environments.

Especially in the technology sector, large projects have
become too complex to be mastered by any single leader. Drawing on his
experience as a senior manager and executive consultant for a number of Fortune
Global 500 companies, Roger Strathausen analyzes the situations and benefits
that motivate companies to adopt flattened organizational forms. He shows that
empowering a multi-talented group to manage itself by horizontal cooperation
can deliver products with more speed, efficiency, innovation, and nimbleness
than a solo boss could, while yielding higher employee productivity and
retention rates.

What You'll Learn

• How to tailor the techniques of shared leadership to specific
  business situations rather than treating them as iron rules
  
• How to flourish in nonhierarchical and
  ambiguously-hierarchical organizational contexts that encourage individual
  initiative for the joint benefit of the enterprise and personal professional
  growth
  
• How success and fulfillment at work are enhanced by
  organizational forms in which participants assess the situational relevance of
  their respective talents and actively apply them to group objectives in lateral
  cooperation with peers, as opposed to passively receiving orders from appointed
  bosses
  

Who This Book Is For

The primary readerships for this book are business
leaders and managers at all levels in corporations and non-managerial
professionals who work in self-directed teams.