Assess an individual's preparation for Initiative Leadership roles, document the technical mastery of those currently in Initiative Leadership, provide benchmark data to eliminate gaps in our ability to meet current or future business needs.
In this chapter, you will learn: Turn a group of individuals into a collaborative team that achieves high performance through shared mission and collective responsibility; develop and apply the personal qualities of effective team leadership for traditional, virtual, and global teams; understand and handle the stages of team development, and design an effective team in terms of size, diversity, and levels of interdependence; handle conflicts that inevitably arise among members of a team.
Being a leader is tougher than ever! Workplaces are more complex and competitive. Change is occurring at the speed of light. Work relationships need to be built in broader, matrixed, and more global organizations. Today’s leaders need new skills and more support to respond to the challenges and opportunities that rocket their way like water out of a fire hose. I have great respect for the people who take on the role of leader.
Great leaders are able to make a significant difference. They shape results and our work experience. Being a leader can also be a stressful and thankless job....
This book is about broadening your defi nition of what constitutes
effective leadership. As we interviewed senior executives
and listened to their reactions to the lessons in the book, we
frequently heard, “I wish I’d heard these earlier in my career.” We
hope that this book can accelerate your leadership development
by removing some of the serendipity that is often required to
learn important life lessons.
The already extensive literature on leadership needs no repeating. This book takes a
fresh look at the leadership role from a number of different perspectives. One example
is in its emphasis on the persuasive requirements in leadership especially in today’s
new world in which so many social, economic, political, and technological changes
have taken place. Another is in its emphasis on looking to the arts and humanities and
to life examples for leadership persuasive principles instead of research carried out in
the field of organizational psychology.
In late December 1995, I got a call to come in and talk to one of
my bosses at the Eglin Air Force Base. At the time, I was program
manager for the Joint Direct Attack Munition (JDAM) missile. As soon
as I got there, I was informed that I was being switched off JDAM to
run the Joint Air-to-Surface Standoff Missile (JASSM) program, and I
wasn’t happy about it at all...“I knew that at JASSM, I would have to
start over and would probably have to cope with a more difficult environment.
The original program manager of JASSM... was given two
major mandates. The first was not...
After studying this chapter, you will be able to:
Define leadership and leadership effectiveness
Explain why people need leadership
Discuss the major obstacles to effective leadership
Compare and contrast leadership and management
List the roles and functions of leaders and managers
Summarize the debate over the role and impact of leadership in organizations.
One of the key issues facing businesses today is bench strength. Although, the overall number of people entering the workforce is increasing, most of those people are entry-level. As many experienced workers reach retirement age, companies are forced to look to their internal talent pool to fill leadership roles. So, how do you make sure that your organization has the bench strength it needs to succeed, now and in the future?
Maintaining a robust nursing workforce is essential to meeting the needs of diverse patient
populations and advancing global health. As the largest segment of the healthcare workforce,
nurses play a critical role in providing life-saving and life-sustaining care across settings. The
worldwide nursing shortage of the last decade underscored the importance of preparing adequate
numbers of professional nurses and the dangers that result when too few nurses are available to
provide care. Recent investigations led by Drs.
Learning objectives of this chapter include: Recognize your followership style and take steps to become a more effective follower; understand the leader’s role in developing effective followers; apply the principles of effective followership, including responsibility, service, challenging authority, participating in change, and knowing when to leave;…
This chapter include objectives: Apply an awareness of the dimensions of diversity and multicultural issues in your everyday life, encourage and support diversity to meet organizational needs, consider the role of cultural values and attitudes in determining how to deal with employees from different cultures or ethnic backgrounds,...
After studying this chapter, you should have a good understanding of: The three key interdependent activities in which all successful leaders must be continually engaged; two elements of effective leadership: overcoming barriers to change and the effective use of power; the crucial role of emotional intelligence (EI) in successful leadership as well as its potential drawbacks.
Klemola and Norros (1997, 2001) observed and interviewed anesthetists (n = 16, 8
respectively) to explore the role of the patient monitor in their operating room practice and
to understand how they thought about their anesthetized patients and responded to infor-
mation they received while caring for them. Their ﬁndings suggested two distinct
approaches to practice, or ‘‘habits of action’’: the ‘‘interpretive orientation’’ guided by a
belief in an unpredictable world, and the ‘‘reactive orientation,’’ guided by a belief in a
Definition and Basic
Elements ● Development is an ongoing, dynamic, long-term change
or evolution that occurs because of various learning
experiences. (London and Mauer, 2004)
● Leader development
○ is the “expansion of a person’s capacity to be effective
in leadership roles and processes” (McCauley and Van
○ focuses on the individual and involves providing
leaders with the tools that they need to improve their
effectiveness in the various roles they play.
Women's involvement in the formal sector has mainly been urban-based, as civil servants in
the health and education sectors, where they had a sizeable presence before the conflict. This
was severely disrupted by the strong restrictions on female employment during the Taliban
period. Currently, close to one-third of all teachers are female, while an estimated 40% of all
basic health facilities lack female staff, a clear constraint to delivering basic services (health, in
particular) to women.
Columbia University Mailman School of Public Health is the only accredited
school of public health in New York City and is among the ﬁrst in the nation.
Its students and multidisciplinary faculty members engage in research, both
locally and globally, concentrating on biostatistics, environmental health sci-
ences, epidemiology, health policy and management, population and family
health, and sociomedical sciences.
During the conflict and civil war in the 1980s and 1990s, particularly between 1992 and
1995, armed factions turned the traditional norms of honor and shame into weapons of
war, engaging in rape and sexual assault against women of opposing groups as an ultimate
means of dishonoring entire communities and reducing people's capacities to resist military
advances.2 In response, concerns about women's security led to the imposition of ever
stricter interpretations of what constitutes socially acceptable behavior, supported by the
most conservative reading of the holy scriptures.
The Talent Management Essentials series presents state-of-the-art
thinking on critical talent management topics ranging from
global staffi ng, to career pathing, to engagement, to executive staffing,
to performance management, to mentoring, to real-time leadership
development. Authored by leading authorities and scholars on
their respective topics, each volume offers state-of-the-art thinking
and the epitome of evidence-based practice.
Solution: Lead your team in a different way. Think of your project team differently from how you think
of your department. Reduce your role to that of monitor. Watch the budget and the schedule, and ensure
that your team comes through; be available to solve problems that your team wants you to solve. For
some projects, you may need to work on the same level as your team because of deadline pressures,
lack of people on your team, or unexpected problems and delays. But step in only if your team needs
you, not because you assume that’s always the best way to proceed.
What is leader?
Defines the relationships between the manager and employees. It involves directing and coordinating the activities of subordinates.
1.Managers act as an example for other employees to follow.
2.They give commands and directions to subordinates.
3.They make decisions and mobilizes employee support.