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. |
المحتوى
Leaders in the Deregulated InvestorOwned Utility Industry | 3 |
Challenges for Financial Leaders in Publicly | 25 |
Leadership Challenges Unique to Small Private | 46 |
Coping with Mental | 65 |
A Mixed Toolbox | 87 |
The Challenges of Interpersonal Relationships Employee Discipline | 105 |
TABLES | 118 |
TeamBased Leadership and Change in the Christian Church | 134 |
DevelopmentalServant Leadership for Human Resource | 239 |
Leadership for the New Century | 260 |
Five Critical Areas of Focus | 280 |
Success and Failure in Their Own Words | 297 |
Worldview and Global Leadership | 321 |
What Good Is This to Me? Managerial Implications | 348 |
Help for Management | 367 |
Restoring Ethics Consciousness to Organizations and | 386 |
Leadership Challenges in | 157 |
The Achievements and Challenges of Military Leadership | 177 |
Improving Administrative | 195 |
Economic | 216 |
About the Authors | 409 |
419 | |
422 | |
طبعات أخرى - عرض جميع المقتطفات
عبارات ومصطلحات مألوفة
ability accountability achieve agencies Auburn University balanced scorecard behavior beliefs budget capital challenges chapter church civil society clients clusters commitment competence competitive core corporate Covenant Theological Seminary create culture decision Demopolis developmental-servant economic educational Emotional Intelligence employees Enron environment ethical example executive expectations federal firm focus global goals HR professionals human resource implement important improve individual industry integrity issues knowledge knowledge management lead leadership learning Marine ment mental models military ministry mission moral operations organization organization's organizational organizational culture organizational learning percent performance political positive power distance practices problems programs relationships requires responsibility revenue role sector serve skills social social capital spiritual stakeholders strategic strategic management success tion U.S. Marine Corps understand utility values vision workplace worldview