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leadership

An Annotated Resource List and Knowledge Inventory for a Performing Arts Institute Curriculum

This list of references was compiled through interviews with leaders in the fieldand extensive Internet searches. To the extent possible, each reference includes adirect link to the listed publication as well as a brief description of the topicdiscussed in the publication. If the publication is cross-referenced in anothersection of the listing, a note to that effect is provided. References are listed inalphabetical order by author.

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This list of references was compiled through interviews with leaders in the fieldand extensive Internet searches.

Posted on:2016-02-18

Listening in Enterprise Leadership

This month focuses on an area of the organization that is very pertinent to developing 
enterprise leadership, that of listening.  The case for the month is drawn from U.S. 
political history, and highlights President Jimmy Carter’s efforts to create a 
transformational change in the direction of the nation.

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Posted on:2016-02-18

Dysfunctional Leadership

This study comes from a study done in Zimbabwe.  Of interest here is the descriptor ofleadership dysfunction.  Dandira uses both ends of the spectrum to attempt to illustrate whatleadership is not and at the same time, what it is.  Using cancer as an analogy is often used inliterature to describe events that, if left unchecked, can seriously harm the overall health andwell-being of the organism.  Like cancer, dysfunctional leadership, on a large enough scale, canbe fatal to the organization.  

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Posted on:2016-02-18

Leadership in a Globalizing World Study Guide

Here we get an overview of the phenomenon of globalization as we currently understand it.  Rosabeth Moss Kanter has done a fairly comprehensive analysis of global meta-trends from both the corporate and societal perspective.  It is an excellent overview, which creates simple directions for leaders illustrated through numbers of corporate case.

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Posted on:2016-02-17

Constructing leadership by storytelling – the meaning of trust and narratives Study Guide

Purpose: This paper approaches manager’s storytelling as a means for promoting organizational aims and for constructing leadership, and examines the intentions of managers in this process. We focus on the context of storytelling and the content of the stories told by managers in order to identify areas of influence on subordinates. Storytelling in relation to building a narrative identity for the manager is also studied.

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Posted on:2016-02-17

Strategy for the Critical First 90 Days of Leadership

Accelerating transitions
Think about the implications of more effective transition management not just for you but alsofor your organization. In a survey of company presidents and CEOs, I asked for their bestestimate of the number of people whose performance was signi®cantly compromised by thearrival of a new mid-level manager. The average of their responses was 12.4 people[2]. In effect,all the people in the ``impact network'' of the transitioning manager are in transition too.

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Posted on:2016-02-15

Leaders and Leadership – Many Theories, But What Advice is Reliable?

An enterprise in crisis, for example, will conjure up a charismatic leader to steer the organization between Scylla and Charybdis and into a greater future; in tranquil or halcyon times, we demand only that our leaders maintain stability and maximize returns or market share! So are there aspects of leadership about which we can all agree? How should we understand leading and leadership? How can we behave to achieve the best results? How can we become leaders who have a benign influence on the behavior and beliefs of the organization? How can we best evaluate leaders? How can we identify and nurture potential leaders? A short history of leadership literature Leaders have fascinated us from the beginning of history it seems, and their stories form the bedrock of human culture.

Writers often cite Gorbachev, Thatcher, Reagan and Kennedy as evidence for the importance of charisma; some suggest that followers can bestow charismatic qualities upon their leaders - that is, they endow leaders with the qualities necessary to satisfy the need for security, safety, direction.

Leadership manifests when the designated or nominal leader and the followers interact in a particular context and culture, usually working together in a common cause to produce a significant decision or action; the specific leadership event actually occurs periodically in the interstices or at the interfaces between the leader and follower or stakeholder.

In other words, leaders must practice strategic management - develop a researched vision, a viable strategy, a focused plan and a measured implementation process and then prepare for discontinuity by continuously monitoring the environment.

The research support for the effectiveness of such training is meager, and there's little evidence that leadership-academy graduates are uniquely equipped to lead. Harvard professor and leadership critic Barbara Kellerman agrees: she observes that most subordinates don't consider their leaders to be either honest or competent, and she complains that the leadership industry is ''self-satisfied, self-perpetuating, and poorly policed.

Leadership theory and principles can be taught, but my experience over the past six decades - as both a leader and a follower - suggests that leadership behavior must be both learned and put to use.

Leaders attend to the needs of multiple stakeholders; they balance economic and non-economic goals and they establish and monitor both short-term and long-term performance metrics.

Aplethora of guidance awaits managers seeking to become better leaders, but muchof the advice is based on questionable evidence, most of it anecdotal. Leadingacademics don’t even agree on what constitutes leadership or which leadership practices can be successfully emulated.
In the endless avalanche of self-help books on leadership there are recommendations forhow to become a leader, behave like a leader, train other leaders, be a pack leader, achange leader, a mentor leader, a Zen leader, a tribal leader, a platoon leader, an introvertedleader or a triple-crown leader. The popular press offers us myriad case histories of leadersfrom Steve Jobs to the captain of the ‘‘best damned ship in the US Navy’’ that showcase anexample of success, formulate a set of principles based on it and prescribe those practicesfor leaders everywhere. None of the books I’ve seen, however, takes the next step anddescribes how managers who adopted the recommended practices fared as comparedwith their competitors who did not.

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Posted on:2016-02-15

Great (transformational) Leadership=Charisma+Vision

This study focusses on two key constructs of charisma and vision underlying “newleadership,” a field that has experienced a tremendous growth in the last 25 years(Choi, 2006; Rowold and Heinitz, 2007; Yukl, 2005). The “new leadership” theoriesinclude theories of charismatic, visionary and transformational leadership (Bryman,1992; Khatri et al., 2001; Zhu et al., 2009). In contrast with traditional leadershiptheories, which emphasize rational processes, this “genre” of theories underscoresemotions and values. The new leadership scholars contend that, due to the focus ontransactional processes of leadership, earlier leadership theories were overly concernedwith peripheral aspects of leadership.

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Posted on:2016-02-15

The Promise Forsaken: Neglecting the Ethical Implications of Leadership

Copyright Emerald Publishing.  Used by permission.  Altering, recompiling, systematic or programmatic copying, reselling, redistributing, publishing or republishing of the articles without explicit permission in writing from EMERALD is strictly prohibited.

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Posted on:2013-12-31

A study on Relationship Amoung Leadership, Organizational Culture, the Operation of Learning Organization and Employees' Job Satisfaction

Copyright Emerald Publishing.  Used by permission.  Altering, recompiling, systematic or programmatic copying, reselling, redistributing, publishing or republishing of the articles without explicit permission in writing from EMERALD is strictly prohibited. 

 

As to the economic development in Taiwan, from the agriculture in 1940s; the light industries in 1950s and 1960s; the heavy chemical industries in 1970s; and the high technology  industries  in  1980s  and  1990s,  the  industry  policies  had  changed  from protection,  award  toward  the  focus  on  market  competition.  The points of  industry policies also change from production to R&D and ultimately the global market layout. It is expected by providing the global market competence and innovation capabilities, we can win the dominating right over the global markets and technology. In 2004, the agriculture in Taiwan occupied 2 percent less in GDP. However, the industrial  output  has  reached  30  percent  in  GDP;  the  output  of  service  industries occupies 68 percent in GDP. With the globalizing trend and technology development, and the increasing labor cost, from the upgrade of conventional techniques, we face the bottlenecks. The said situations make Taiwan face the environment challenges with high uncertainty. Under the business environment with the competition of no national boundaries, the adaptability in good response to environmental challenges is exactly the critical element for business organizations to keep running and their competitive advantages. However, only the environmental adaptability for business organizations cannot   effectively   improve   the   efficiency   of   business   management.   It   requires development  of  the  strategies  rich  in  mechanisms  to  predict  the  actual  trend  of environmental changes.Leadership, Organizational Culture, the Operation of Learning Organization, Employees' Job Satisfaction. It is necessary to correct the business activities continuously (Gardiner and Whiting, 1997).  After Senge (1990) proposes the importance to create learning organization in his book entitled: “The fifth discipline: the art and practice of learning organization”. Various business organizations start to perceive the fact that knowledge  will  become  the  critical  resource  for  business  organizations  wanting  to create core values. They also use the core disciplines of the learning organization with emphasis on knowledge accumulation and learning attitude. Also, through the “Fifth Discipline” proposed by Senge (1990), they cultivate the dynamic thinking models for business organization members. With those ideas, they can intensify the capability of business growth and innovation. Leadership, Organizational Culture, the Operation of Learning Organization, Employees' Job Satisfaction

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Posted on:2013-08-31

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