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
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 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.
Chapter 7 - Management and leadership. This chapter include objectives: Describe the changes occurring today in the management function, describe the four functions of management, relate the planning process and decision making to the accomplishment of company goals, explain the differences between leaders and managers, and describe the various leadership styles, summarize the five steps of the control function of management.
After you have mastered the material in this chapter, you will be able to: Understand the full meaning of leadership and see the leadership potential in yourself and others, recognize and facilitate the six fundamental transformations in today’s organizations and leaders, identify the primary reasons for leadership derailment and the new paradigm skills that can help you avoid it,...
After studying this chapter you will be able to: Explain the relationship among vision, mission, strategy, and implementation mechanisms; create your personal leadership vision; use the common themes of powerful visions in your life and work; understand how leaders formulate and implement strategy; apply the elements of effective strategy.
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.
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.
In this chapter you will learn: Understand how leadership is often contingent on people and situations; apply fiedler’s contingency model to key relationships among leader style, situational favorability, and group task performance; use the Vroom-Jago model to identify the correct amount of follower participation in specific decision situations;...
When you finish this chapter, you should: Identify major personality dimensions and understand how personality influences leadership and relationships within organizations; clarify your instrumental and end values, and recognize how values guide thoughts and behavior; define attitudes and explain their relationship to leader behavior;...
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;…
After studying this chapter you will be able to understand: Act as a communication champion rather than just as an information processor, use key elements of effective listening and understand why listening is important to leadership communication, recognize and apply the difference between dialogue and discussion,...
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.
Learning objectives of this chapter include: Understand why shaping culture is a critical function of leadership; recognize the characteristics of an adaptive, as opposed to an unadaptive, culture; understand and apply how leaders shape culture and values through ceremonies, stories, symbols, language, selection and socialization, and daily actions;…
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.
After studying this chapter, you should have a good understanding of: After reading this chapter, you should have a good understanding of the following learning objectives: The importance of implementing strategies and practices that foster innovation; the challenges and pitfalls of managing corporate innovation processes; how corporations use new venture teams, business incubators, and product champions to create an internal environment and culture that promote entrepreneurial development.
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.
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.
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....
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.