by clicking on the page. A slider will appear, allowing you to adjust your zoom level. Return to the original size by clicking on the page again.
the page around when zoomed in by dragging it.
the zoom using the slider on the top right.
by clicking on the zoomed-in page.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues respectively.
by clicking on thumbnails to select pages, and then press the print button.
this publication and page.
displays a table of sections with thumbnails and descriptions.
displays thumbnails of every page in the issue. Click on a page to jump.
allows you to browse through every available issue.
FCW : November 30, 2012
24 November 30, 2012 FCW.COM YOUR CAREER Everybody has a voice or a device that gives them a voice, and it is a game-changer. Barbara Kellerman Barbara Kellerman is the James MacGregor Burns lecturer in public leadership at Harvard University's Kennedy School of Government and was founding executive director of the Kennedy School's Center for Public Leadership. Her books include "Bad Leadership: What It Is, How It Happens, Why It Matters" and "The End of Leadership. " Have a heightened awareness of the degree to which leadership, followership and management have changed in the last ve years. The reasons for this are multiple, but what I focus on in "The End of Leadership" are changes in culture and technology. Changes in culture mean leaders and managers do not get the respect they are used to, and they have to do a lot of in uencing and persuading and less commanding and controlling. They cannot rely on the same prestige that was granted them in the past. And the technology aspect is obvious in the sense that it gives everybody a voice, so divisions of authority have to watch out and watch their backs in ways they did not have to before. If I were advising young career leaders and managers in whatever eld, I would suggest to them that they have a kind of cognitive awareness of the complexity of the context within which they are now operating. The rules of the game have changed in recent years, and [depending on] the degree to which rising young professionals are aware of those changes, their prospects and their capacities for leading and managing wisely and well will be enhanced. The "don ts" would [include] one that exists in the leadership industry: to focus on self-development [or] leadership development without being aware of your so-called followers --- your subordinates --- and in some cases, peers and superiors. Do not focus on self- or leadership development at the expense of textual intelligence and the intelligence of those around you. Any advice that harks back to the demand and control way of leading and managing is obviously outdated. What I call the leadership industry --- this obsessive focus on leader as opposed to everybody else --- is outdated. We are in a time when everybody has a voice or a device that gives them a voice, and it is a game-changer. To me, the whole idea of xating on those at the top at the expense of everybody else in itself is dated. Jo o fi w - C C x a o o o o o ! fi o , C a a f a a f , o w o o o ow o : wa a w , o o o ow o a o o o o o o o o : www.f w. / a f P N RED BY B Pa a a a c EGISTE NO O THIS EE EB AST AT www. cw.c m/ a c
November 15, 2012