Understanding leadership

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  • Several times over the last few years, we’ve asked ourselves about our own call to leadership in a world beset by unprecedented challenges and crises, from the AIDS pandemic to global warming to the destruction and fear wrought by terrorism and state responses to it. We have joined particular initiatives to respond to these challenges, but we always return to the conviction that our best contribution is teaching and writing about how the world’s citizens can work together for the common good in their organizations and communities....

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  • 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.

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  • The book includes theoretical frameworks and models and up-to-date case studies on Asian brands, and it a must-read for Asian and Western business leaders as well as anyone interested in the most exciting region of the world. The book presents the Asian Brand Leadership model illustrating the paradigm shift Asian brands need to undertake to unleash their potential.

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  • This chapter introduce the Path-Goal theory. After studying this chapter you will be able to understand how leaders motivate subordinates to accomplish designated goals, enhance employee performance and employee satisfaction by focusing on employee motivation.

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  • After studying this chapter you will be able to understand: Conceptualizes leadership as a process that is centered on the interactions between leaders and followers, makes the dyadic relationship between leaders and followers the focal point of the leadership process, challenged this assumption and directed researcher's attention to the differences that might exist between the leader and each of the leader's followers.

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  • Asian Brand Strategy offers insights, knowledge and perspectives on Asian brands and branding as a strategic tool and provides a comprehensive framework for understanding Asian branding strategies and Asian brands, including success stories and challenges for future growth and strengths. The book includes theoretical frameworks and models and up-to-date case studies on Asian brands, and it a must-read for Asian and Western business leaders as well as anyone interested in the most exciting region of the world.

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  • Safety training will be presented by the Design-Builder’s Safety Manager. Safety training includes orientation training, daily “Short course” field toolbox meetings, a monthly “Stand down” safety meeting, and as-needed training such as railroad safety training. Design quality training is presented by the DQAM. There may be different versions: one for the management staff to understand the quality requirements of design; another is for design staff to develop a detailed understanding of the quality process.

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  • Can you learn to be a good leader by playing golf? Believe it or not, you can! There are fundamentals and rules in both endeavors that must be followed if you expect to ever keep up with the competition, let alone beat it. There are also right and wrong ways to perform a particular activity that can make the difference between winning and losing. Leaders and golfers must have perseverance and patience if they are to achieve success. Some golfers and managers never learn the importance of those virtues, however....

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  • There are many different types of organisation, none of them necessarily the best or the worst but all geared towards enabling an organisation to achieve its objectives as quickly, easily and inexpensively as possible. Most management writers have offered differing views on which types of organisation can work best in which contexts. All these views are valid but some may not be as appropriate to certain kinds of organisation as others.

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  • There has been an increasing amount of talk about “employee stress” over the past decade. Quite what it is and how best to combat it are two aspects which are rather less well-documented. This chapter will try to decide - in a non-medical way - what it may be, how it may be caused, what relevance it has to organisations and their business and how it can best be avoided or treated. Stress is a more subjective topic than most we have so far encountered. People may have widely differing views about its causes, impacts and, even, very existence. Management...

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  • Book summary Ulysses arrived on Planet Earth with an invisible space ship after light years of travel. He came from Planet Progress. It was only during the last two generations that the people of Planet Progress actually secured the survival of the human species on their planet. They came very close to self-extinction...... For over a century Planet Earth has been under observation by the scientists of Planet Progress. These scientists were amazed to discover the great similarities between the two planets.

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  • “If I didn’t have to go to meetings, I’d like my job a lot more.” It’s a remark I’ve heard from many of the leaders I’ve worked with over the years. I used to think that it was understandable—even humorous—but I’ve come to the conclusion that it’s actually a sad comment on the state of our business culture.

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  • Great companies and organizations project a strong sense of themselves that everyone can recognize: Disney’s imagination, Nike’s drive, IBM’s methodical dependability, or Nordstrom’s service.These companies know who they are, and they behave that way consistently, day in and day out. Successful, enduring companies have at their core a personality that we connect with and understand. In fact, all companies have a personality—because companies are people, too.

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  • Garbage in equals garbage out. If you do not start a project with the correct goal(s), it is not likely you will accomplish the goal(s). This must be a team activity to ensure that everyone is given the opportunity to contribute and "buy-in" to what is going to happen. At the end of this stage, every team member should have an understanding of what must be accomplished. This part of the project should end with a document that lists the goals with a short statement providing some detail. The statement should include a definition of success. This is a...

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  • In contrast to the consequences of change that are equally covering strategy, processes, leadership, company culture, and information systems (Kelly, 1998), most of the triggers and enablers of change can be located in IT (Evans, Wurster, 1999).

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  • The best project managers aren’t just organizers – they combine business vision, communication skills, soft management skills and technical savvy with the ability to plan, coordinate, and execute. In essence, they are not just managers – they are leaders. While this has always been the case, agile project management places a higher premium on the leadership skills than ever before. For example, XP teams create and monitor their own iteration plans in collaboration with the customers. The customer creates stories (features) and prioritizes them based on business value.

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  • Consensus is always difficult. Even in the setting of level I evidence, competing interpretations, experiences and interests present challenges to the best-intentioned analyses. Consensus requires commitment to the process, time, a spirit of collaboration and, above all, leadership. For many, Andy Novick’s career was both the quintessence of leadership and the embodiment of the best in academic urology.

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  • This topic "Change Management" helps you: Recognize the different types of change programs observed in organizations, prepare your unit or group to become change-ready, understand a systematic approach for creating and implementing change, recognize the importance of communicating throughout all phases of a change effort, understand and address people's reactions to change,...

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  • 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 predictable world.

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  • Co-Chairs: Valerie L. Ward, MD, MPH, Assistant Professor of Radiology, Faculty Director of the DCCC; Joanne C. Doherty, MS, SPHR, Director of Human Resources The Boston Children’s Hospital’s Diversity and Cultural Competency Council (DCCC) is a standing hospital committee that reports to the senior leadership. The annual goals of the DCCC have been incorporated into the hospital’s corporate goals.

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