Leadership: Succeeding in the Private, Public, and Not-for-profit SectorsThe 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. |
من داخل الكتاب
النتائج 1-3 من 53
الصفحة 255
Without a 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 ...
Without a 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 ...
الصفحة 293
Doing so ensures that individual employee learning is not only enhanced , but shared with others on a regular basis . Gerstner ensured that these types of team structures ; essentially unheard of in the traditionally compartmentalized ...
Doing so ensures that individual employee learning is not only enhanced , but shared with others on a regular basis . Gerstner ensured that these types of team structures ; essentially unheard of in the traditionally compartmentalized ...
الصفحة 382
Corporations wanting to practice this rule will be looking for employees who can operate in this manner and with whom they can create their shared leadership models . The demands of this rule are many , but it can work if it helps to ...
Corporations wanting to practice this rule will be looking for employees who can operate in this manner and with whom they can create their shared leadership models . The demands of this rule are many , but it can work if it helps to ...
ما يقوله الناس - كتابة مراجعة
لم نعثر على أي مراجعات في الأماكن المعتادة.
المحتوى
3 | 20 |
Coping with Mental | 65 |
Improving Administrative | 195 |
حقوق النشر | |
9 من الأقسام الأخرى غير ظاهرة
طبعات أخرى - عرض جميع المقتطفات
عبارات ومصطلحات مألوفة
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
معلومات المراجع
| العنوان | Leadership: Succeeding in the Private, Public, and Not-for-profit Sectors |
| المُحررون | Ronald R. Sims, Scott A. Quatro |
| الإصدار | مزود بصور توضيحية |
| الناشر | M.E. Sharpe, 2005 |
| أصلي من | مكتبات جامعة "جورجيا" |
| الكتب ذات التنسيق الرقمي | 18 تشرين الأول (أكتوبر) 2022 |
| رقم ISBN (الرقم الدولي المعياري للكتاب) | 0765614294, 9780765614292 |
| عدد الصفحات | 427 من الصفحات |
| تصدير الاقتباس | BiBTeX EndNote RefMan |