In this book, we elaborate on the dynamic process of leadership sharing in creative project networks by pointing out that the boundaries and relationships of the networks change over time. As the project requirements evolve, new leaders emerge, make their contribution, and move into support positions. This leadership sharing dynamic is a necessary condition for mature LMX and member-member exchange (MMX). This insight about the sharing of leadership within networks directs us to the process of microbehavior being transformed to meso-options and being converted to macrostrategies. This...

In this book, we elaborate on the dynamic process of leadership sharing in creative project networks by pointing out that the boundaries and relationships of the networks change over time. As the project requirements evolve, new leaders emerge, make their contribution, and move into support positions. This leadership sharing dynamic is a necessary condition for mature LMX and member-member exchange (MMX). This insight about the sharing of leadership within networks directs us to the process of microbehavior being transformed to meso-options and being converted to macrostrategies. This...

A volume in LMX Leadership: The Series Series Editor George B. Graen, University of Illinois at Urbana-Champaign (Retired) This book is about preparing our thinking, feeling, and acting for the rapidly expanding "knowledge era." We discuss the following queries in the chapters. We begin with a discussion of what an appropriate knowledge-driven corporation (KDC) is. Next, we explore a number of design issues about this transformed charter company and present two examples of new knowledgedriven corporations that are described in strategic and tactical terms. At this point, the questions of...

A volume in LMX Leadership: The Series Series Editor George B. Graen, University of Illinois at Urbana-Champaign (Retired) This book is about preparing our thinking, feeling, and acting for the rapidly expanding "knowledge era." We discuss the following queries in the chapters. We begin with a discussion of what an appropriate knowledge-driven corporation (KDC) is. Next, we explore a number of design issues about this transformed charter company and present two examples of new knowledgedriven corporations that are described in strategic and tactical terms. At this point, the questions of...

A volume in LMX Leadership: The Series Series Editor George B. Graen, University of Illinois at Urbana-Champaign (Retired) When the tried and true formula for an organization's performance (its game plan) begins to fail, it must change its game or become obsolete. Publicly recognizing that the old formula is becoming less useful and a new formula must be developed and implemented is difficult for most stakeholders, but for survival the stages of grief must be endured and the conclusion accepted. Moreover, the romance of the "grand old formula" must be overcome by the realization that a new...

A volume in LMX Leadership: The Series Series Editor George B. Graen, University of Illinois at Urbana-Champaign (Retired) When the tried and true formula for an organization's performance (its game plan) begins to fail, it must change its game or become obsolete. Publicly recognizing that the old formula is becoming less useful and a new formula must be developed and implemented is difficult for most stakeholders, but for survival the stages of grief must be endured and the conclusion accepted. Moreover, the romance of the "grand old formula" must be overcome by the realization that a new...