Research and Insights from the Center for Effective Organizations
Edward E. Lawler III , Susan Albers Mohrman , and George Benson discuss how worldwide competition, the rapid expansion of the Internet, and the uncertainty of today’s economic climate are among the myriad forces testing the traditional approaches to management.
Jay A. Conger, Edward E. Lawler III and David L. Finegold (Jossey-Bass, 2001) discuss how corporate boards are under fire. Investors, government agencies, communities, and employees are scrutinizing boards’ performance and challenging their decisions like never before — and it is likely this attention will only increase.
Edward E. Lawler III, Allan M. Mohrman, Susan A. Mohrman, Gerald E. Ledford, Jr. and Thomas G. Cummings, (Jossey-Bass, 1999)
Dealing with issues that cut across all social and behavioral sciences, Doing Research That Is Useful for Theory and Practice is full of practical advice on conducting successful research.
Through insightful analysis and extensive case studies, Jay Conger and co-author Beth Benjamin provide the proven techniques, and common pit-falls to avoid, for building leadership talent at all levels.
Jay Conger, Gretchen M. Spreitzer, Edward E. Lawler III (eds.), (Jossey-Bass, 1999)
Full of fascinating case studies, action strategies, and unbeatable advice, The Leader’s Change Handbook contains the best new thinking from each of its distinguished contributors on the twin challenges leaders face as they try to create leaner, more responsive organizations while empowering their workforces.
The CEO Report by Edward E. Lawler III , Susan Albers Mohrman and Gerald E. Ledford, Jr., (Jossey-Bass, 1998) distills reams of surveys and research into an easy-to-interpret tool that managers can use to identify those improvement practices that best promote organizational effectiveness.
Jay A. Conger and Rabindra N. Kanungo explain that although charismatic leadership is often known for its positive consequences, it has a shadowed side that has been poorly explored.
Based on eighteen years of in-depth research, this powerful new book by Albers Mohrman, Jay R. Galbraith , and Edward E. Lawler III describes the building blocks for creating tomorrow’s dynamic organizations and provides hands-on guidance for implementing change.
Winning ’em Over by Jay Conger chronicles a revolution. We are witnessing an ancient model of managing built around command and hierarchy give way to a new model built around persuasion and teamwork.
In this practical guide for group leaders and facilitators, Susan Albers Mohrman and Allan M. Mohrman, Jr. offer background information, insights, and tools that allow even those new to the organization and team design process to expertly guide a group through the self-design process.
In this unique resource, leading team and organization design experts Susan Albers Mohrman and Allan M. Mohrman, Jr., guide organizations systematically through a proven process for becoming team-based.
Edward E. Lawler III , Susan Albers Mohrman and Gerry Ledford (Jossey-Bass, 1995)
Creating High Performance Organizations offers the most up-to-date results from a unique longitudinal study that has systematically researched the adoption and impact of employee involvement (EI) and total quality management (TQM) practices on the largest companies in the United States.