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. |
من داخل الكتاب
النتائج 1-3 من 80
الصفحة 294
... building organizational change capacity . Like most leaders , the client CIO ( an outstanding leader and executive in many respects ) expected the wrong thing from building change capacity and was concurrently motivated to engage my ...
... building organizational change capacity . Like most leaders , the client CIO ( an outstanding leader and executive in many respects ) expected the wrong thing from building change capacity and was concurrently motivated to engage my ...
الصفحة 308
... build positive expectations and a belief that concerted common action will yield the promise of a better future . Within government bureaucracies , effective leaders " make peace with process " and by astute coalition building , they build ...
... build positive expectations and a belief that concerted common action will yield the promise of a better future . Within government bureaucracies , effective leaders " make peace with process " and by astute coalition building , they build ...
الصفحة 381
... building our own personal support systems in ways that work best . All of this , again , places the responsibility on everyone to help develop the organization into a culture of high performance that also serves as a supportive ...
... building our own personal support systems in ways that work best . All of this , again , places the responsibility on everyone to help develop the organization into a culture of high performance that also serves as a supportive ...
المحتوى
3 | 20 |
Coping with Mental | 65 |
Improving Administrative | 195 |
حقوق النشر | |
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ability accountability achieve actions activities approach balanced become behavior beliefs better building capital challenges chapter church commitment competence competitive continue core corporate create critical culture decision direction economic educational effective employees engaging establish ethical example executive expectations experience face firm focus future goals HR professionals human important improve increase individual industry integrity internal involved issues knowledge lead leaders leadership learning lives means measures meet ment military ministry mission moral nonprofit operations opportunities organization organizational performance planning political positive practices principles problems programs relationships requires responsibility role serve shared skills social society spiritual strategic success things tion understand United utility values vision York