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 37
... individual is often famous in his or her own right , perhaps even a politician . In far too many instances , these individuals are spread far too thin to be doing much more than accepting their pay . 4. Board Members Should Be Nominated ...
... individual is often famous in his or her own right , perhaps even a politician . In far too many instances , these individuals are spread far too thin to be doing much more than accepting their pay . 4. Board Members Should Be Nominated ...
الصفحة 58
... individual personality attributes . Each of these organizational and individual attributes serves the company and the entrepreneur well in founding the firm , but each has a dark side that must be dealt with , or at least controlled ...
... individual personality attributes . Each of these organizational and individual attributes serves the company and the entrepreneur well in founding the firm , but each has a dark side that must be dealt with , or at least controlled ...
الصفحة 211
... individuals ) . Each member is required to develop an individual balanced scorecard that supports the schoolwide goals and objectives . Months 10-11 The strategic planning committee reviews individual and departmental balanced ...
... individuals ) . Each member is required to develop an individual balanced scorecard that supports the schoolwide goals and objectives . Months 10-11 The strategic planning committee reviews individual and departmental balanced ...
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