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 134
... principles delineated in the first section are fleshed out in the second . Through both sections , it will be apparent that we openly appropriate leadership principles from other kinds of organizations , including those that have ...
... principles delineated in the first section are fleshed out in the second . Through both sections , it will be apparent that we openly appropriate leadership principles from other kinds of organizations , including those that have ...
الصفحة 243
... PRINCIPLES OF DEVELOPMENTAL - SERVANT LEADERSHIP Ten principles of developmental - servant leadership guide HR professionals ( Gilley and Maycunich 2000a ) . The ten principles are clustered into four categories : 1. relationship ...
... PRINCIPLES OF DEVELOPMENTAL - SERVANT LEADERSHIP Ten principles of developmental - servant leadership guide HR professionals ( Gilley and Maycunich 2000a ) . The ten principles are clustered into four categories : 1. relationship ...
الصفحة 394
... principles , and practices that are consistent and sensible in light of customer needs , competitive conditions , and organizational requirements ; ( 2 ) a sincere , long - standing leadership commitment to operating the organization ...
... principles , and practices that are consistent and sensible in light of customer needs , competitive conditions , and organizational requirements ; ( 2 ) a sincere , long - standing leadership commitment to operating the organization ...
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