商品詳細

It is becoming increasingly challenging for software development leaders to effectively lead as workplace demands continue to increase and the margins for error decrease. The rate of change in technology, society, and business places immense pressure on leaders to facilitate their firms to evolution and adaptation. What might have worked in the past no longer works. Organizational surveys show that firms struggle with leadership. Software development leaders routinely complain of burnout and stress while employees complain of workplace dissatisfaction. This results in firms that under-perform. The lack of evidence-based leadership literature for software development leaders means that many software development leaders are left to figure things independently. They do not have a reliable resource that they can refer to when they face leadership challenges and, as a result, struggle during times of crisis and change. This book changes that by providing a theory-informed and evidence-based set of techniques for leaders across a variety of leadership dimensions. Becoming a Leader in Product Development provides an evidence-based set of practices for software development leaders. In doing so, it explores what leadership is and the leader's role in the leadership process, the impact of national culture and organizational culture on software development leaders, and the need for software development leaders to practice adaptive and servant leadership, followership, and self-care. The underlying theories for each topic are reviewed and then brought to life through stories and examples. What You Will Learn See the difference between authority, persuasion, and influence and how leaders can use these constructs to benefit their organizations Gain the skills for practicing servant and adaptive leadership in your organization Examine the blind spots of each leadership theory Discover the importance of adapting leader behavior to the national culture and organizational culture where you find yourself Who This Book Is For Software engineering leaders (starting with software engineering managers) who want to go beyond leadership anecdotes to evidence-based leadership practice. A secondary audience is individuals aspiring to software development leadership positions.