Malte Martensen

Neurodiversity in Organisations closes a gap between practice and theory on the topic of neurodiversity in the world of work. Over the course of this book, the various forms of neurodiversity are described, as well as the ways in which employees and managers must successfully operate within their presence. The neurodiversity paradigm is a framework for understanding human brain function that considers the diversity within sensory processing, motor abilities, social comfort, cognition, and focus as neurobiological differences. Most will be familiar with many of its manifestations, including autism, attention deficit hyperactivity disorder (ADHD), and dyslexia, but in the modern world, the challenges diversity poses for traditional corporate management is critically underdiscussed — not only from the perspective of employees but also for managers. Surveys outline that between 15 and 20% of employees are neurodivergent. A resource like this book is essential for providing professionals and academics with a holistic and practical approach to the coincidence of leadership and neurodiversity, answering the critical question of how leaders should manage neurodivergent and neurotypical employees to achieve excellence and outperformance. Inclusive leadership is an absolute necessity for any organisation seeking to achieve a competitive advantage across all business functions.

New Leadership expounds advanced and innovative concepts of managing organizations and enterprises. Instead of managers delegating tasks, employees work independently individually and in groups. To do this, managers in companies must have a specific skills-set and need a high level of courage and trust. New Leadership aims at extremely flat hierarchies and lean structures. The traditional manager loses his status as a person giving orders and turns into an accompanying coach. A modern and successful New Leader knows how to motivate the team and employees for their work. The Leader conveys the purpose and meaning of the company and thus promotes intrinsic motivation among employees. This means that employees motivate themselves through their work and do not need any external incentives, i.e. no extrinsic motivation. They act and make decisions in the interests of the company. The New Leader gives up some of the power and thereby minimizes a certain degree of control. Management and staff always meet at eye level. New Leaders understand that leadership includes a high degree of autonomy, and that modern leadership uses different tools on the situational demands. Successful companies that transform their organizational culture into a lean and agile company with the New Leadership concept can achieve significant productivity improvements. The books shows principles and ways on how to successfully transform the organization. In addition, the book covers aspects like leadership & corporate strategy, successfully working in hybrid teams, self-leadership, diversity, inclusion, engagement or enablement. The books shows principles and ways on how to successfully transform the organization successfully.

? Malte Martensen untersucht die berufliche Nutzung von Social Software aus verhaltenswissenschaftlicher Perspektive. Im Zentrum der Arbeit steht die Frage, wie und wofür Social Software im organisationalen Rahmen eingesetzt wird und welche Faktoren einen Einfluss auf die Nutzungsakzeptanz haben. Unternehmensberater stehen als Vertreter einer wissensintensiven und innovationsaffinen Branche im Fokus der Betrachtung. Gruppenvergleiche anhand von sozio-demografischen Faktoren führen zu Ergebnissen, die für Wissenschaft und Praxis von hoher Relevanz sind. Die abgeleiteten Nutzungsprofile sind besonders für Unternehmen, die Social Software zielgruppengerecht einführen wollen, von Bedeutung.