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 255
... shared sense of direction , interdependent employees may constantly conflict , whereas a shared change vision clarifies the direction of change and helps them agree on its importance and value ( Quatro , Hoekstra , and Gilley 2002 ) ...
... shared sense of direction , interdependent employees may constantly conflict , whereas a shared change vision clarifies the direction of change and helps them agree on its importance and value ( Quatro , Hoekstra , and Gilley 2002 ) ...
الصفحة 293
... shared with others on a regular basis . Gerstner ensured that these types of team structures ; essentially unheard ... Shared Corporate Knowledge Bank . Despite the shift to an increasingly services - based business model , IBM still ...
... shared with others on a regular basis . Gerstner ensured that these types of team structures ; essentially unheard ... Shared Corporate Knowledge Bank . Despite the shift to an increasingly services - based business model , IBM still ...
الصفحة 382
... shared leadership models . The demands of this rule are many , but it can work if it helps to create a sense of responsibility in everyone , motivating them to offer their own leadership capabilities and not to overly rely on just a few ...
... shared leadership models . The demands of this rule are many , but it can work if it helps to create a sense of responsibility in everyone , motivating them to offer their own leadership capabilities and not to overly rely on just a few ...
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