Leadership: Succeeding in the Private, Public, and Not-For-Profit SectorsRonald R. Sims, Scott A. Quatro M.E. Sharpe, 2005 - 427 من الصفحات Whether in the for-profit, not-for-profit, or government sector, organizations today face tough new challenges posed by changing global and domestic environments using diverse workforces. Leaders have to practice different styles appropriate to more complex and dynamic situations than ever before. They need to inspire trust, gain credibility, and implement innovations through others while remaining flexible and adaptable. The contributors to this comprehensive volume seek to define exactly what leadership is or should be, and how to effectively develop it. Guided by a unique framework that looks at leadership across different sectors and functions, they examine what they view as the major leadership challenges in highly visible for-profit, not-for-profit, and government organizations throughout the world. Their insights will prove equally useful as a general survey of leadership problems and solutions for executive policy makers, as well as a text for advanced undergraduate and graduate students. |
من داخل الكتاب
النتائج 1-5 من 81
الصفحة vii
... Vision 284 15.2 Holistic Engagement Score ( HES ) Methodology and Case Example 15.3 The Normativity of the " Golden Rule " Across the Four Largest 288 World Religions 291 17.1 Dimensions of Worldview 340 18.1 Clusters of Countries ...
... Vision 284 15.2 Holistic Engagement Score ( HES ) Methodology and Case Example 15.3 The Normativity of the " Golden Rule " Across the Four Largest 288 World Religions 291 17.1 Dimensions of Worldview 340 18.1 Clusters of Countries ...
الصفحة xvi
... become increasingly " HR - minded " in their leadership approach . Doing so requires that leaders accept responsibility for developing a compelling strategic vision , designing engaging jobs , instilling. xvi INTRODUCTION.
... become increasingly " HR - minded " in their leadership approach . Doing so requires that leaders accept responsibility for developing a compelling strategic vision , designing engaging jobs , instilling. xvi INTRODUCTION.
الصفحة xvii
... vision , designing engaging jobs , instilling a sound organizational conscience , leveraging organizational knowledge , and building change capacity . Quatro argues that only by embracing these five key areas of leadership practice will ...
... vision , designing engaging jobs , instilling a sound organizational conscience , leveraging organizational knowledge , and building change capacity . Quatro argues that only by embracing these five key areas of leadership practice will ...
الصفحة 21
... vision and consistent systems and structures ( Schein 1999 , 124-125 ) . Arizona Public Service's Mark DeMichele ( 1994 ) found that a new vision served not only to challenge the employees of his company but also to inspire them ...
... vision and consistent systems and structures ( Schein 1999 , 124-125 ) . Arizona Public Service's Mark DeMichele ( 1994 ) found that a new vision served not only to challenge the employees of his company but also to inspire them ...
الصفحة 22
... vision and mission statements ) are not enough . Rather , it is the basic assumptions of an organization , the collective mindset of the organization regarding what has worked in the past and resulted in success , that need to be ...
... vision and mission statements ) are not enough . Rather , it is the basic assumptions of an organization , the collective mindset of the organization regarding what has worked in the past and resulted in success , that need to be ...
المحتوى
3 | |
REFORMING WALL STREET Challenges for Financial Leaders in Publicly Traded Firms | 25 |
BEYOND WALL STREET Leadership Challenges Unique to Small Private Companies and Entrepreneurial Firms | 46 |
KNOWLEDGE MANAGEMENT LEADERSHIP CHALLENGES Coping with Mental Models and Operationalizing Knowledge Management Strateg... | 65 |
LEADERSHIP IN NOTFORPROFIT ORGANIZATIONS | 85 |
LEADERSHIP IN A NOTFORPROFIT WORLD A Mixed Toolbox | 87 |
THE CHALLENGES OF INTERPERSONAL RELATIONSHIPS EMPLOYEE DISCIPLINE AND LEADERSHIP EFFECTIVENESS IN RELIGIOUS ... | 105 |
WHAT THE NEW NONPROFIT LEADERS SHOULD LEARN ABOUT FINANCE Beyond Fundraising and Accounting | 117 |
LEADERSHIP ACROSS MULTIPLE ORGANIZATIONAL CONTEXTS | 237 |
DEVELOPMENTALSERVANT LEADERSHIP FOR HUMAN RESOURCE PROFESSIONALS | 239 |
ENGAGING PEOPLES PASSION Leadership for the New Century | 260 |
HRMINDED LEADERSHIP Five Critical Areas of Focus for Contemporary Organizational Leaders | 280 |
LEADERS SPEAK Success and Failure in Their Own Words | 297 |
GLOBAL LEADERSHIP | 319 |
WORLDVIEW AND GLOBAL LEADERSHIP | 321 |
WHAT GOOD IS THIS TO ME? Managerial Implications of Global Leadership Research | 348 |
TEAMBASED LEADERSHIP AND CHANGE IN THE CHRISTIAN CHURCH | 134 |
LEADERSHIP IN GOVERNMENT ORGANIZATIONS | 155 |
NOTES FROM THE BELLY OF THE BEAST Leadership Challenges in the Federal Government | 157 |
THE ACHIEVEMENTS AND CHALLENGES OF MILITARY LEADERSHIP | 177 |
LEADERSHIP CHALLENGES IN EDUCATION Improving Administrative Decision Making | 195 |
LEADERSHIP CHALLENGES IN LOCAL GOVERNMENT Economic Development Financial Management and Ethical Leadership | 216 |
NEW RULES FOR A NEW CENTURY Help for Management and Leadership in This New Global Century | 367 |
RESTORING ETHICS CONSCIOUSNESS TO ORGANIZATIONS AND THE WORKPLACE Every Contemporary Leaders Challenge Ronald R Sims | 386 |
ABOUT THE AUTHORS | 409 |
INDEX | 419 |
طبعات أخرى - عرض جميع المقتطفات
عبارات ومصطلحات مألوفة
ability accountability achieve assets audit balanced scorecard behavior beliefs budget capital chapter church commitment competence competitive core corporate create culture decision developmental-servant directors economic educational effective Emotional Intelligence employees Enron entrepreneurial environment ethical example executive expectations federal firm focus founder's syndrome global goals HR professionals human resource implement important improve individual industry issues knowledge knowledge management lead leadership challenges learning ment mental models military ministry mission moral nonprofit leaders not-for-profit operations organization organization's organizational organizational culture organizational learning percent performance political positive power distance practices problems programs Reforming Wall relationships requires responsibility role Sarbanes-Oxley Sarbanes-Oxley Act sector skills social capital spiritual stakeholders strategic success tacit knowledge tion U.S. Marine Corps understand utility values vision workplace worldview
مقاطع مشهورة
الصفحة 183 - I, AB, do solemnly swear (or affirm) that I will bear true faith and allegiance to the United States of America; that I will serve them honestly and faithfully against all their enemies whomsoever; and that I will obey the orders of the President of the United States and the orders of the officers appointed over me, according to the rules and articles of war.
الصفحة 270 - Never doubt that a small group of thoughtful, committed citizens can change the world; indeed it's the only thing that ever has.
الصفحة 181 - Congress than the army, for without arrogance or the smallest deviation from truth, it may be said that no history now extant can furnish an instance of an army's suffering such uncommon hardships as ours has done, and bearing them with the same patience and fortitude.
الصفحة 183 - I will support and defend the Constitution of the United States against all enemies, foreign and domestic, that I will bear true faith and allegiance to the same, that I take this obligation freely, without any mental reservation or purpose of evasion, and that I will well and faithfully discharge the duties of the office on which I am about to enter. So help me God.
الصفحة 235 - ... features of social organization such as networks, norms, and social trust that facilitate coordination and cooperation for mutual benefit.
الصفحة 291 - So in everything, do to others what you would have them do to you, for this sums up the Law and the Prophets.
الصفحة 68 - In the last analysis, what we are communicates far more eloquently than anything we say or do. We all know it. There are people we trust absolutely because we know their character. Whether they're eloquent or not, whether they have the human relations techniques or not, we trust them, and we work successfully with them.
الصفحة 18 - Schein (1985) defines culture as: a pattern of basic assumptions — invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration — that has worked well enough to be considered valid and therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems, (p.
الصفحة 170 - Governmental function is a function which is so intimately related to the public interest as to mandate performance by Government employees. These functions include those activities which require either the exercise of discretion in applying Government authority or the use of value judgment in making decisions for the Government...
الصفحة 18 - Schein (1985, 494) defines culture as "a pattern of basic assumptions — invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration — that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.