Beyond Command and Control

Leadership, Culture and Risk

Richard Adams, Christine Owen, Cameron Scott, David Phillip Parsons (Autoren)

Buch | Hardcover

104 Seiten

2017
CRC Press (Verlag)
978-1-138-71258-4 (ISBN)

Artikel merken

This book will advance the understanding of leadership beyond the inherited myths and modalities of command and control. Leadership is separated from ideas and institutional seniority and explained as the collaborative power of one with others. Enabling the intelligent co-participation of all people, the constructive effect of this approach to leadership is in the engagement of people. This is significant when task accomplishment depends not on managerial direction, but on the interaction of people with each other, with technical systems, and with complex regulations which are often across jurisdictional boundaries. Examples and case studies are included.

Richard Adams is an Australian Fulbright Scholar to Yale University, he holds doctoral, masters, and first class degrees from the University of Western Australia, and a master’s degree from the University of New South Wales. His professional interests and experience lie in ideas of public responsibility, and in the inter-relationship of leadership, organisational culture, and risk. He is a researcher at University College, the University of New South Wales. Christine Owen is a senior researcher investigating communication, coordination and collaborative practices in safety critical and high consequence environments. She has conducted research in aviation, emergency medicine and emergency management domains. She has a particular interest in theories of working life and how developmental work environments may be enabled. She is currently engaged in research and teaching in the emergency management sector in Australia. Cameron Scott is the Network Emergency Management Lead at the National Broadband Network (NBN), responsible for coordinating the response to any network disruption as well as the development of emergency management capability, including planning, training and exercising. Cameron has had emergency management roles in the State and Federal government, including the Department of Economic Development, Jobs, Transport and Resources in Victoria and the Australian Emergency Management Institute within Emergency Management Australia. Cameron served as a sworn officer with the Western Australia Police for over 13 years, working in the emergency management and counter terrorism sections, with responsibility for emergency planning, capability development and emergency response. David Parsons is a Senior Mine Safety Officer (Emergency Management Specialist) with the NSW Dept of Industry. He is a fellow of the Emergency Management Academy New York, the Global Business Continuity Institute and the Australian Institute of Emergency Services. He has had an extensive career in the areas of emergency management, business continuity and crisis management. Specialty areas of interest include neuro-science of decision making and leadership and organisational resilience.

Preface

Authors

Introduction

The Primary Purpose of This Book

Audience

Contesting the Myths of Leadership

Critical Ideas: Leadership and Command and Control

The Important Contribution of This Book

Structure of the Book

Conclusion

Unconstructive Power

Introduction

The Failure of Inherited Ideas of Leadership

Leadership Is Not a Position

Leadership and Risk

Command and Control Is Important

Collaborative Culture

Conclusion

Power and Partnership

Introduction

Leadership Is a Cultural Idea

Power With

Soft Power

Loyalty and Obedience

Responsibility

Conclusion

Leadership and Communicating

Introduction

Be Plain

Challenges to Effective Communication

Effective Communication

Communication between Different Agencies

Effectiveness, Efficiency and Psychological Safety

Leadership and Situation Awareness

Introduction

Situation Awareness

Generating Situation Awareness

Leading and Cooperating

Situation Awareness: In a Nutshell

Five Ways to Improve Situation Awareness

An Important Caveat

Leadership and Decision Making

Introduction

Elements of Decision Making

Decision Theory

The Collaborative Approach

Collaborative Leadership and Decision Making under Stress

Lessons Learned: Training for Good Decisions

Error Management

Introduction

Terms: Error and Violation

Errors Are Consequences

Four Broad Error Types

Error in the Technical and Automated Environment

Human Factors Underpinning Error

Error and Collaborative Leadership

A Just Organisation: Non-Jeopardy Reporting

Conclusion

Leadership and Obligation

Introduction

Leadership: Power and Failure

The Official Reports

Blind Eyes

Misleadership

Conclusions

Conclusion

The Contribution of This Book

Beyond Command and Control

Collaborative Culture

Power With

The Leaders Who Do Best

Command-and-Control Structures

Compelling, Not Coercive

References

Index

Erscheinungsdatum	05.07.2017
Zusatzinfo	1 Tables, black and white; 2 Illustrations, black and white
Verlagsort	London
Sprache	englisch
Maße	156 x 234 mm
Gewicht	294 g
Themenwelt	Sozialwissenschaften ► Politik / Verwaltung ► Europäische / Internationale Politik
	Sozialwissenschaften ► Soziologie
	Technik ► Umwelttechnik / Biotechnologie
	Wirtschaft
ISBN-10	1-138-71258-2 / 1138712582
ISBN-13	978-1-138-71258-4 / 9781138712584
Zustand	Neuware