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 138
... lead . Leaders , they argue , must fit this particular personality type . Evidence , however , suggests that this should be reconsidered . In his insightful book Good to Great , Jim Collins argues that " Level 5 " leaders are the most ...
... lead . Leaders , they argue , must fit this particular personality type . Evidence , however , suggests that this should be reconsidered . In his insightful book Good to Great , Jim Collins argues that " Level 5 " leaders are the most ...
الصفحة 189
... lead squad , he was the most exposed member of the platoon . Taking the majority of the fire , he responded without hesitation and immediately engaged the enemy with his rifle and concurrently directed the fire of his squad . He led a ...
... lead squad , he was the most exposed member of the platoon . Taking the majority of the fire , he responded without hesitation and immediately engaged the enemy with his rifle and concurrently directed the fire of his squad . He led a ...
الصفحة 192
... lead where other sectors cannot . Military leadership decentralizes the decision - making process to the lowest levels ( U.S. Marine Corps 1995 ) , making direct - level leadership stronger , therefore making organizational and ...
... lead where other sectors cannot . Military leadership decentralizes the decision - making process to the lowest levels ( U.S. Marine Corps 1995 ) , making direct - level leadership stronger , therefore making organizational and ...
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