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"Leadership is one of the most observed and least understood phenomena on earth" J.M. Burns (1978). What is leadership? Why do people follow some individuals? How do these individuals influence people to follow them? Must leaders be born with certain special traits (leadership qualities) that cannot be learned? Is it possible to teach leadership and develop leaders? Is there a difference between a leader and a manager? Must managers be leaders too? Should leaders have management skills? Questions. Questions. Questions. This publication is a review of scholarship on the relatively new phenomenon called “e-leadership” ( largely a result of globalization), where leaders may be geographically disconnected from their teams, and connected only through computers, the Internet, and other communication mediums.
Courage to Execute: What Elite U.S. Military Units Can Teach Business About Leadership and Team Performance
Praise for Courage to Execute "I???ve worked with Jim; he knows his stuff, and this book is proof of that. Courage to Execute is full of proven tactics and techniques to drive business success by applying military principles, some of which we???ve deploy
Students displayed behaviour influences their whole life. It affects their ability to learn and to function as acceptable social people, so, the issue of leading and managing student behaviour is of major significance for their well being as educated people. Nevertheless, the managing of student behaviour is not included in the concept of leadership. This is the main reason for which I decided to undertake a case study in order to investigate how and why one Cypriot Primary school is leading and managing its students’ behaviour with a view to making recommendations. The aim of my research was to find what are the key issues regarding student’s behaviour in general and in Cyprus; what do we know about the leadership and management of student’s behaviour in one Cypriot school and in general; how and why is one Primary school handling the leadership of student’s behaviour; and what recommendations can be made to improve the leadership of student’s behaviour in Cyprus and in general.
Leadership Style: A tool to enhanced productivity. This book examined the extent to which leadership styles of principals in secondary schools correlate with teachers'' job performance. The author pointed out that no one leadership style is superior to the other and that the situation at hand determines what style or styles to be employed for maximum productivity. He hopes that by knowing what the situation at hand is by the principal and employing the right style or styles, it does influence teachers'' job performance for good. Otherwise, the reverse is the case.
INTELLIGENT LEADERSHIP: WHAT YOU NEED TO KNOW TO UNLOCK YOUR FULL POTENTIAL
The fourth Assembly of the Uniting Church in Australia (1985) adopted a statement entitled “The Uniting Church is a Multicultural Church.” This declaration is aspirational and is still in the process of being realised. In the practice of ministry frequent subjects that become the focus of attention are sharing property, managing cross-cultural conflict, and performing cross-cultural worship, weddings and funerals. Other subjects are not discussed either because they are not perceived as important aspects of the church’s life, or assimilation has already happened and the diversity is lost. The issues of leadership and discerning what makes for cross-cultural competency have not been explicitly explored. What might such cross-cultural leadership look like? What criteria might be used for the sake of discerning competency? This book is the first attempt to wrestle with these kind of issues in an Australian context.
Book DescriptionDrawing from John Maxwell's bestsellers, REAL Leadership explores timeless principles in Dr. Maxwell's trademark style. In a concise, straightforward manner, Maxwell focuses on essential and time-tested qualities necessary for true leadership-influence, integrity, attitude, vision, problem solving, relationships, team building, and self-discipline. This audio series guides readers through practical steps to develop true leadership in their lives and the lives of others.
The Wisdom of Bees: What the Hive Can Teach Business about Leadership, Efficiency, and Growth
Do you find yourself being asked to lead others but have no idea where to start? Do you lead a team spread across different offices or even continents? In this no-nonsense guide to leadership you will find answers to crucial questions like: what is leadership? And what style of leadership should I be using? You'll discover how to lead your friends whilst remaining their friend; how to lead change in a way that people accept and understand; when and where to draw the line; and how to reflect on your experiences to become a better and more effective leader. Only a lucky few of us are natural born leaders. It takes time and effort to develop a range of leadership styles which work for you and those around you as well as discovering how to become comfortable leading others. Leadership can be a lonely occupation; Leadership For Dummies is your ideal companion. John Marrin explores the fine line between managing and leading and the book is full of tips for making the most of your leadership experiences and how to cope with the dilemmas and discomfort all leaders at some point experience.
Genghis Khan is history's greatest conqueror. As a teenager he was an outcast fleeing enemies on a mountain in northern Mongolia, an exile, a nobody. Yet it took only twenty years for Genghis to build the largest land empire in history - four times the size of Alexander's, twice the size of Rome's. How did he do it? What lessons does his life reveal about the nature of leadership? What is 'greatness' in leadership? What traits did Genghis possess exactly? Were they unique, or might some apply in other times and other places - even here and today? In Leadership Secrets of Genghis Khan, John Man re-examines the life of Genghis Khan to discover the qualities, characteristics and strategies that made him the great leader that he was. The answers are sometimes surprising. Genghis was far from just the tyrant that history records, but rather a leader of exceptional vision and modernity. And many of the secrets of his success are as valuable and applicable in today's competitive business world as they were in rallying the Mongol hordes.
Achieving decisive, accountable, value–adding, managerial leadership is critical to effective organizations. Jaques and Clement approach this leadership question in an entirely new way.By clarifying the meaning of leadership within the organizational structure. they show that all managers must have leadership accountability, and that there con be no such thing as an effective manager who does not effectively discharge that accountability.It is in this analysis of what makes for effective managerial leadership that Executive Leadership is at its most radical. Jaques and Clement reject the notion that particular groups of personality qualities and traits characterize effective leaders and instead focus on the requisite organizational structure for managerial leadership to occur.Executive Leadership is a refreshingly practical approach to the development of decisive managerial leaders at all levels of the organization. It is essential reading for all concerned with organization development, leadership and human resource management.
What is necessary for a leader to be considered authentic? Leadership authenticity requires transparency, balanced processing of information, ethical conduct, and self-awareness. When authenticity in leadership is demonstrated, this study found followers show positive interpersonal behaviors. Likewise, when leaders exhibit behaviors that are inauthentic, negative behavior is fostered. This study examined the elements of leadership credibility, namely; trustworthiness, expertise and dynamism. Finally, the study confirmed the influence of leadership authenticity and credibility in workplace productivity in an academic medical center. There is little research evidence that the attributes of leadership authenticity are antecedents to leadership credibility. This study shed some light on this relationship.
This book probes into leadership effectiveness of secondary school principals in both rural and urban settings in Kenya and assess if it is different across gender and rural/urban divides. It posits that culture is important in the way leaders are viewed and attempts to explain who an effective educational leader is in the Kenyan setup. It explores whether leadership effectiveness relates to school organizational climate and job satisfaction of teachers and also what portion of leadership effectiveness explains each of school climate and job satisfaction of teachers. The book shows that indeed leadership effectiveness perception of teachers is explained differently from the usual western way and that it is the primary mover of school climate. The book is highly recommended for lecturers, students and researchers of management of organisations.
PROJECT LEADERSHIP: Project Management is the number one career choice for the 21st century ..................Fortune Magazine. In this turbulent business world there is a need for effective Project Leaders and Project Managers who are able to think, see, plan and create something that does not yet exist, not just manage what already exists. This is the essence of effective Project Leadership. This book demonstrates how PROJECT LEADERSHIP skills and competencies can be applied to achieve world-class performance in projects (Engineering, Building, IT, Health, Finance, Telecoms, Banking, Packaging, e.t.c). Project Leaders are encouraged to embrace Project Leadership strategies that would assist their project organisations to have a significant competitive advantage.
The task of leadership is not to put greatness into people, but to elicit it, for the greatness is there already. (John Buchan). The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it. (Theodore Roosevelt). To lead people, walk beside them … As for the best leaders, the people do not notice their existence. The next best, the people honor and praise. The next, the people fear; and the next, the people hate … When the best leader’s work is done the people say, ‘We did it ourselves! (Lao-Tsu). Do not follow where the path may lead. Go instead where there is no path and leave a trail. (Harold R. McAlindon).