000			03622cam a2200385 i 4500
003			IAB
005			20241226170448.0
008			130912s2014 caua b 001 0 eng
020			_a9781609947477
040			_aDLC _beng _cDLC _erda _dDLC
042			_apcc
082			_a658.4092 BAK 2014
100	1		_aBaker, Mila, _eauthor.
245	1	0	_aPeer-to-peer leadership : _bwhy the network is the leader / _cMila N. Baker.
250			_aFirst Edition.
264		1	_aSan Francisco, CA : _bBerrett-Koehler Publishers, Inc. _c[2014]
300			_axxiii, 170 pages : _billustrations ; _c24 cm
336			_atext _2rdacontent
337			_aunmediated _2rdamedia
338			_avolume _2rdacarrier
504			_aIncludes bibliographical references and index.
505	8		_aMachine generated contents note: Introduction -- Part One What is P2P? -- Chapter 1 Dynamic Decision-making -- Chapter 2 Interactive Nodes -- Chapter 3 Applying P2P within organizations -- Part Two P2 Environments: A New Organization Dimension -- Chapter 4 Motivate the Behemoth -- Chapter 5 Internal Audit -- Chapter 6 The Nature and Nurture of P2P -- Chapter 7 Changing the Organizational Architecture -- Part Three Pp At Work (Deploying Pp) -- Chapter 8 Case Studies -- Chapter 9 Role of Leadership and Organization Development in P2P -- Chapter 10 Profiles in Courage -- Conclusion.
520			_a"Why is it that the trust in leadership and the success of leaders seems to erode as we develop and refine more sophisticated models for leading, such as emotional intelligence, transformational leadership, adaptive leadership, etc.? Mila Baker believes that most of today's leadership theories are old wines in new skins, and still rely on the leader-follower hierarchy. Yet the idea of hierarchy is breaking down everywhere in society, from politics, to religion, to social relationships--and most particularly in computers and networking. Why should leadership be any different? Baker's inspiration is the peer-to-peer model of computing, which is also mirrored in social networking and crowdsource technologies. Baker shows that a network with "equipotent" nodes of power--think peer leaders--are infinitely more powerful than "client-server" (i.e. leader-follower) networks. Yet the typical organizational design still harkens back to the days of punch-card computers. By creating organizations with leaders at all levels, architects of peer-to-peer organizations can build flexibility, resiliency and accountability. Baker still advocates the need for top level executives and senior leaders, but advises them to give up traditional notions of power and become focused on the health of the network rather than achieving personal leadership goals. Companies such as Gore and Herman Miller practice these principles and have achieved long-term success--Baker provides a structure to this approach that any organization can adapt"-- _cProvided by publisher.
520			_a"From a top scholar and corporate executive comes a new vision for leadership; the days of top down management are numbered, but the potential for peer-to-peer leadership is limitless"-- _cProvided by publisher.
650		0	_aLeadership.
650		0	_aOrganizational change.
650		0	_aOrganizational behavior.
650		0	_aPeer-to-peer architecture (Computer networks) _xSocial aspects.
650		0	_aBusiness networks.
650		0	_aSystem theory.
650		7	_aBUSINESS & ECONOMICS / Leadership. _2bisacsh
650		7	_aBUSINESS & ECONOMICS / Management. _2bisacsh
650		7	_aBUSINESS & ECONOMICS / Organizational Behavior. _2bisacsh
942			_2ddc _cBOOK
999			_c12069 _d12069