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Tribal leadership : leveraging natural groups to build a thriving organization / Dave Logan, John King, and Halee Fischer-Wright.

by Logan, David (David Coleman)

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New York : Collins, c2008.

Organizational behavior.

Teams in the workplace.

Electronic Resource

http://catdir.loc.gov/catdir/toc/ecip0720/2007023625.html

Electronic Resource

http://catdir.loc.gov/catdir/enhancements/fy0911/2007023625-b.html

Electronic Resource

http://catdir.loc.gov/catdir/enhancements/fy0911/2007023625-d.html

9780061251320 (pbk.)

0061251321 (pbk.)

xiii, 303 p. : ill. ; 21 cm.

Corporate tribes -- The five tribal stages -- The tribal leadership navigation system -- Stage one: on the verge of a meltdown -- Stage two: disconnected and disengaged -- Stage three: the wild, wild west -- The tribal leadership epiphany -- Stage four: establishing tribal leadership -- Core values and a noble cause -- Triads and stage four networking -- A tribal leader's guide to strategy -- Early stage five: life is great -- Appendix A: A tribal leader's cheat sheet -- Appendix B: The story of our research -- Appendix C: How to reach us.

Describes how corporate leaders can manage group dynamics to maximize productivity, in a guide based on an eight-year study of over two-dozen companies that also draws on insights by NASCAR CEO Brian France and Dilbert creator Scott Adams.

Every company, indeed every organization, is a tribe, or if it's large enough, a network of tribes--groups of 20 to 150 people in which everyone knows everyone else, or at least knows of everyone else. Tribes are more powerful than teams, companies, or even CEOs, and yet their key leverage points have not been mapped--until now. In "Tribal Leadership," Dave Logan, John King, and Halee Fischer-Wright show leaders how to assess their organization's tribal culture on a scale from one to five and then implement specific tools to elevate the stage to the next. The result is unprecedented success. In a rigorous eight-year study of approximately 24,000 people in over two dozen corporations, Logan, King, and Fischer-Wright refine and define a common theme: the success of a company depends on its tribes, the strength of its tribes is determined by the tribal culture, and a thriving corporate culture can be established by an effective tribal leader. "Tribal Leadership" will show leaders how to employ their companies' tribes to maximize productivity and profit: the authors' research, backed up with interviews ranging from Brian France (CEO of NASCAR) to "Dilbert" creator Scott Adams, shows that over three quarters of the organizations they've studied have tribal cultures that are merely adequate, no better than the third of five tribal stages. Leaders, managers, and organizations that fail to understand, motivate, and grow their tribes will find it impossible to succeed in an increasingly fragmented world of business. The often counterintuitive findings of "Tribal Leadership" will help leaders at today's major corporations, small businesses, and nonprofits learn how to take the people in their organization from adequate to outstanding, to discover the secrets that have led the highest-level tribes (like the team at Apple that designed the iPod) to remarkable heights, and to find new ways to succeed where others have failed. -- Book jacket.

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