LEADER 02966pam 2200205 a 4500
001 941450
005 20190426092822.0
008 190514s2014 caua g b 001 0 eng d
010 $a 2013036469
020 $a9781609947477 (pbk.) :$cNT$873
040 $aTWTNM$beng$dTWTNM
050 00$aHD57.7$b.B3473 2014
082 04$a658.4092$222
100 1 $aBaker, Mila.
245 10$aPeer-to-peer leadership :$bwhy the network is the leader /$cMila N. Baker.
250 $aFirst Edition.
260 $aSan Francisco, CA :$bBerrett-Koehler Publishers, Inc.,$c[2014].
300 $axxiii, 170 p. :$bill. ;$c24 cm.
504 $aIncludes bibliographical references and index.
505 8 $aMachine generated contents note: Introduction -- Part One What is P2P? -- Chapter 1 Dynamic Decision-making -- Chapter 2 Interactive Nodes -- Chapter 3 Applying P2P within organizations -- Part Two P2 Environments: A New Organization Dimension -- Chapter 4 Motivate the Behemoth -- Chapter 5 Internal Audit -- Chapter 6 The Nature and Nurture of P2P -- Chapter 7 Changing the Organizational Architecture -- Part Three Pp At Work (Deploying Pp) -- Chapter 8 Case Studies --Chapter 9 Role of Leadership and Organization Development in P2P -- Chapter 10 Profiles in Courage -- Conclusion.
520 $a"Why is it that the trust in leadership and the success of leaders seems to erode as we develop and refine more sophisticated models for leading, such as emotional intelligence, transformational leadership, adaptive leadership, etc.? Mila Baker believes that most of today's leadership theories are old wines in new skins, and still rely on the leader-follower hierarchy. Yet the idea of hierarchy is breaking down everywhere in society, from politics, to religion, to social relationships--and most particularly in computers and networking. Why should leadership be any different? Baker's inspiration is the peer-to-peer model of computing, which is also mirrored in social networking and crowdsource technologies. Baker shows that a network with "equipotent" nodes of power--think peer leaders--are infinitely more powerful than "client-server" (i.e. leader-follower) networks. Yet the typical organizational design still harkens back to the days ofpunch-card computers. By creating organizations with leaders at all levels, architects of peer-to-peer organizations can build flexibility, resiliency and accountability. Baker still advocates the need for top level executives and senior leaders, but advises them to give up traditional notions of power and become focused on the health of the network rather than achieving personal leadership goals. Companies such as Gore and Herman Miller practice these principles and have achieved long-term success--Baker provides a structure to this approach that any organization can adapt"--$cProvided by publisher.
520 $a"From a top scholar and corporate executive comes a new vision for leadership; the days of top down management are numbered, but the potential for peer-to-peer leadership is limitless"--$cProvided by publisher.
650 0$aLeadership.
650 0$aOrganizational change.
650 0$aOrganizational behavior.
650 0$aPeer-to-peer architecture (Computer networks)$xSocial aspects.
650 0$aBusiness networks.
650 0$aSystem theory.