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 281
... practice discussed herein as uniquely critical HR - related practices and to integrate them into a unified model for leadership effectiveness ( see Figure 15.1 ) . Doing so specifically identifies these five areas as HR - related ...
... practice discussed herein as uniquely critical HR - related practices and to integrate them into a unified model for leadership effectiveness ( see Figure 15.1 ) . Doing so specifically identifies these five areas as HR - related ...
الصفحة 360
... practices and organizational practices that could be explained by the industry to which the organizations belonged . In brief , GLOBE found that the organizational practices of the financial industry are least affected by cultural practices ...
... practices and organizational practices that could be explained by the industry to which the organizations belonged . In brief , GLOBE found that the organizational practices of the financial industry are least affected by cultural practices ...
الصفحة 361
... practices of the home country on the employees or organization in the second country . This may be because of a belief in the primacy of structure ( e.g. , " This is the way we do things here , and it is the way we will do things there ...
... practices of the home country on the employees or organization in the second country . This may be because of a belief in the primacy of structure ( e.g. , " This is the way we do things here , and it is the way we will do things there ...
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