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\"The authors present the fatal flaws in traditional leadership and provide concrete solutions, offering a simple framework for a new set of management principles relating to self-management, empowerment and the freedom to operate. By sewing back the schism between the corporate persona and the authentic self and re-framing the role of management, this book helps professionals find meaning at work.Creating Authentic Organizations works beyond the limited remit of authentic leadership and shows how this concept can and should be applied to a workforce. With simple and powerful models and strategies, it explains how to ensure more authentic dialogue between employees to both discuss smaller issues and open and meaningful discussion around threats and challenges. \"-- Provided by publisher.

Over the last few decades, power, information and resources have moved from being concentrated in the hands of a few, to being disbursed across many. We need look no further than events on the world stage to see the heat signature of this – from the arrival of Wikileaks, the Arab Spring of 2011 and the Occupy movements, to the social media revolution and flashpoints such as the British Members of Parliament expenses scandal.  All are examples of deep change occurring. This book is about what this means for the workplace and for management.  The proposition offered here is that our organisations need to catch up, and that the \"death of deference\" that we are seeing elsewhere in society needs to be accelerated in the workplace. Systems of deference slow down organisational performance.  Deference prevents organisations from learning.  It stops them from being agile, innovative and ethical.  Deference is the enemy of organisational success and it needs to be dismantled so that in its place we can build modern organisations with a new breed of managers and leaders.  This book offers a solution to a problem that belongs in the last century, and a game plan for nothing short of a workplace revolution. \"If deference is dead, this book is about the resurrection of the effective manager in a world where nothing is quite the way it used to be. Powerful and thought-provoking from start to finish.\"  -          Jeremy Vine, BBC Presenter and Author \"Never Mind the Bosses is a refreshing type of management book, it advocates that deference to authority figures needs to go if we are to have engaged workforces.\" -          Cary L. Cooper, CBE, Distinguished Professor of Organizational Psychology and Health at Lancaster University Management School \"An engaging and entertaining romp through the post punk world. By going beyond the boundaries of most business books, Ryde gives us all food for thought about how organisations are, or are not, dealing with a rapidly changing society and workforce.\" -          Jo Owen, bestselling author of 'How to Manage' and 'How to Lead' \"If you are looking for a book that will shake up your thinking about how to improve your organization's performance – or worried that your competitors will find it first! – try this one.\" -          Professor Dutch Leonard, Harvard Business School & Harvard University's John F. Kennedy School of Government

This paper introduces the findings of an unusual international endeavour that combines action research with leadership development for 40 senior officials from Australia, Canada, New Zealand and the UK. The four nation Leadership Across Borders programme, co-delivered by the governments' business schools of each country, set out to explore and understand some of the most significant facets of public service ranging from citizen engagement to whole-of-government complexity, and from the economic downturn to crisis management. Over the 10 months of the programme, the senior group engaged with heads of the public service, leading academics, delivery experts, leaders of civic society and scores of street level service users. This paper highlights the critical importance of understanding complexity and the role of 'systems thinking' in dealing with modern problems. But it also points to a new order of innovation required of leaders if they are to bring value to problems such as deprivation and global financial crises, and if they are to successfully bring about citizen-centred services in increasingly complex societies.

Leadership and organisational change starts with thinking: thinking about problems, thinking about possibilities and thinking about capabilities. But thinking never occurs in a vacuum. Long gone are the days when a chief executive officer would disappear for weeks with a towel over their head only to reappear to announce 'the strategy' to the organisation. Thinking is of course a social activity that sees people coming together to develop and share ideas. The job of leadership is to exercise mastery over the process of social thinking in order to engage workers, to generate innovative ideas and to bring about change where needed. This paper considers the habits of social thinking, with reference to those found in the UK Civil Service, and proposes tools for leaders to significantly enhance their success.

* we pay attention to the 'how' of leadership but remain silent on the 'what' (leadership is seeking to accomplish) Our efforts are almost always focused on helping leaders do better what they are currently trying to do (regarding the 'what' as a 'matter for leaders to decide'). It is when addressing the 'what' space that more fundamental questions can be asked about taken-for-granted ideas of hierarchy, top-down leadership and the distribution of power

On an unprecedented scale, the death of deference is empowering and liberating previously disadvantaged people. It is a force that is changing the way people and institutions interact with one another. For organizations, the fundamental problem with systems of deference is that they cause a drag on organizational performance and on the ability to change. The context for organizations is relevant in considering the contribution of deference. This chapter explains why the death of deference is a good thing; it discusses why the demise of the attitudes and behaviours that keep deference alive is good news — for work, business and for societies; it helps readers determine how organisational deference might be diagnosed and tackled; and how deference might be dealt with to help organisations become more agile, quick and inventive. The chapter presents the SPEED model — an altogether new dynamic for modern management — for diagnosing deference and raising organisational performance. SPEED radically alters the way that organizations operate; it modernizes them and prepares them for the distinctly challenging period ahead.

This chapter focuses on the dynamic that operates between the deferrers and the deferred to – the deference contract. It explores the unspoken rules that apply to both sides of the deference divide, and why people are witnessing a chronic breakdown in this deference relationship; it is time now to look at the wiring beneath the board. The chapter presents three striking points about deference contract: (a) that deference is barely hanging on by its fingertips, (b) that this is a profoundly good thing and (c) that it is in the interest of societies, businesses and organizations that we prize off the last few fingers that remain. Much has happened in modern times that have altered the dynamic of the deference relationship. One such development has been the explosive arrival of social media and the viral power of the Internet, which has unrelentingly torn a hole in the thin dividing wall between the public space and the private space.

The debate about the state of deference that is whether it is dead, dying or alive and well, is not one that is easily proven one way or the other. But what is clear is that, whether we look at politics, families, schools, the workplace, religion or attitudes to governments, it is seen that a change has been taking place. In fact, it is more accurate and helpful to think of this change as part of a social phenomenon, one involving an important shift in the expectations, freedoms and power relations that exist amongst people, and between people and institutions. The chapter discusses the events that range widely from changing attitudes to the authority of husbands in Iran to the Red Shirt protests in Thailand to the London riots of 2011, these events certainly feature a large proportion of younger people who were displaying many of the characteristics and traits of their generation. They used social media and technology with great confidence and ease; they showed an unwillingness to accept the status quo despite the threat that this represented to their livelihoods and to their lives; they illustrated a high level of social and political activism; they did most of this without dependence on the approval of established institutions; and, importantly, they did it without deference to authority. The chapter illustrates the decline of deference and the changing of attitudes to authority.