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 242
... employees prefer a self - directed leadership approach to an authoritarian approach and want the organization to become successful and to meet its strategic business goals and objectives ( Maslow 1998 ) . When HR professionals adopt a ...
... employees prefer a self - directed leadership approach to an authoritarian approach and want the organization to become successful and to meet its strategic business goals and objectives ( Maslow 1998 ) . When HR professionals adopt a ...
الصفحة 253
... employees , and help workers to focus by setting priorities . Employee champions also develop creative ways of leveraging resources so that employees do not feel overwhelmed by the demands of the job . Challenging work demands force ...
... employees , and help workers to focus by setting priorities . Employee champions also develop creative ways of leveraging resources so that employees do not feel overwhelmed by the demands of the job . Challenging work demands force ...
الصفحة 286
... Employees Know How SMART the Vision Is HR - minded leaders recognize that their employees are capable of performing an analysis such as the one just described . The fact is , most employees immediately gauge the SMARTness of a strategic ...
... Employees Know How SMART the Vision Is HR - minded leaders recognize that their employees are capable of performing an analysis such as the one just described . The fact is , most employees immediately gauge the SMARTness of a strategic ...
المحتوى
3 | 20 |
Coping with Mental | 65 |
Improving Administrative | 195 |
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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