Leadership: Succeeding in the Private, Public, and Not-for-profit SectorsRonald R. Sims, Scott A. Quatro M.E. Sharpe, 2005 - 427 من الصفحات The contributors to this wide-ranging volume seek to define exactly what leadership is or should be, and how to effectively develop it. Guided by an unusual 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 for executive policy makers, and for undergraduate and graduate students in the specific fields examined in the text. |
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الصفحة 55
... ability gaps in the firms ' management team . 4. Discipline . One advantage of a closely held company is the relative lack of pres- sure to achieve quarterly performance targets . A formal board can ensure that such lack of pressure ...
... ability gaps in the firms ' management team . 4. Discipline . One advantage of a closely held company is the relative lack of pres- sure to achieve quarterly performance targets . A formal board can ensure that such lack of pressure ...
الصفحة 58
... Ability Battery TM delves into six driving abilities and fifteen other supporting abilities . The specialist / generalist tendency is one of the driving abili- ties and thus must find expression in a significant life pattern . We have ...
... Ability Battery TM delves into six driving abilities and fifteen other supporting abilities . The specialist / generalist tendency is one of the driving abili- ties and thus must find expression in a significant life pattern . We have ...
الصفحة 323
... ability of creative people to deceive , it may be impossible to tell which of those currently seeking to lead is truly empathetic or self - controlled . On the other hand , proponents of situational approaches to leadership have pointed ...
... ability of creative people to deceive , it may be impossible to tell which of those currently seeking to lead is truly empathetic or self - controlled . On the other hand , proponents of situational approaches to leadership have pointed ...
المحتوى
Leadership Challenges in | 157 |
Improving Administrative | 195 |
Leadership Across Multiple Organizational Contexts | 237 |
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ability accountability achieve assets Auburn University audit balanced scorecard behavior beliefs budget capital chapter church civil society commitment competence competitive core corporate create culture decision developmental-servant directors economic educational effective Emotional Intelligence employees Enron entrepreneur environment ethical example executive expectations federal firm focus founder's syndrome global goals HR professionals human resource 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 problems programs 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