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This book is relevant to the practice and theory of agricultural extension. In the current context of significant changes in thinking, policy, and expectations, these changes require extension agents to respond to challenges in developing leadership skills to support and encourage changes at farm and household levels. The book has identified the background, personal, and environmental factors influencing achievement motivation in the leadership role of extension agents. The background factors are primary dimensions of diversity and are less amenable to change, exert significant impacts, and shape our basic self-image, sense of identity, and early learning experiences. Researchers often ignore the interdependence of the background factors with other (secondary) dimensions of diversity, in which the latter are changeable personal characteristics that are acquired, and may be modified or abandoned throughout life. Although the secondary dimensions of diversity are more controllable, they will be affected by other people’s decisions, which in this book we see as environmental factors. The reliability and applicability of the above-mentioned theoretical discussions have been tested in an original study involving extension agents in Iran.
This comprehensive text provides a detailed review and analysis of the building-block theories in Organizational Behavior. Expanding on his previous work in the field, John Miner has identified the key theories that every student or scholar needs to understand to be considered literate in the discipline. Organizational Behavior: Essential Theories of Motivation and Leadership analyzes the work of leading theorists. Each chapter includes the background of the theorist represented, the context in which the theory arose, the initial and subsequent theoretical statements, research on the theory by the theory's author and others (including meta-analysis and reviews), and practical applications. Special features including boxed summaries of each theory at the beginning of each chapter, two introductory chapters on the scientific method and the development of knowledge, and detailed and comprehensive references, help make this text especially useful for graduate courses in Organizational Behavior and Industrial/Organizational Psychology.
The conditioning begins early in our lives. Great achievements will bring lasting happiness and fulfillment; great achievements form the bedrock of stable self-esteem and strong character; great achievements will become the foundation for a successful life. If these well-intentioned promises are true, why does winning never seem to be enough? In The Only Way to Win, Jim Loehr draws upon two decades of work with Fortune 500 executives; world-class athletes such as Monica Seles, Dan Jansen, and Eric Lindros; and other high achievers at the Human Performance Institute (HPI) to reveal surprising insights about achievement motivation. Specifically, Loehr finds that the blind pursuit of external achievement often results in emptiness, addiction, and, ironically, poor performance. It’s not really about what you achieve, he argues, it’s about who you become as a consequence of the chase. From the bestselling author of On Form, comes a compelling, practical, and hopeful read filled with relatable stories and useful exercises. The Only Way to Win will serve as a powerful wake-up call for business leaders, employees, teachers, and coaches. It will also provide inspiration for readers looking to perform better, achieve more, and change both their own lives and those of the people they influence.
What really sets the best managers above the rest? It’s their power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly. As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees’ inner work lives. But it’s forward momentum in meaningful work—progress—that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day. The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts—events that directly facilitate project work, such as clear goals and autonomy—and (2) nourishers—interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality. Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their people’s performance.
In this provocative exploration into the nature and value of power in organizations, authors David McClelland and David Burnham reveal how the drive for influence is essential to good management. The authors provide a wealth of counterintuitive insights about what using power really means in today's business landscape. Power Is the Great Motivator is a must-read for all managers seeking to foster high morale and a strong sense of responsibility and commitment in their workforce. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.
From the renowned psychologist who introduced the world to “growth mindset” comes this updated edition of the million-copy bestseller—featuring transformative insights into redefining success, building lifelong resilience, and supercharging self-improvement. “Through clever research studies and engaging writing, Dweck illuminates how our beliefs about our capabilities exert tremendous influence on how we learn and which paths we take in life.”—Bill Gates, GatesNotes “It’s not always the people who start out the smartest who end up the smartest.” After decades of research, world-renowned Stanford University psychologist Carol S. Dweck, Ph.D., discovered a simple but groundbreaking idea: the power of mindset. In this brilliant book, she shows how success in school, work, sports, the arts, and almost every area of human endeavor can be dramatically influenced by how we think about our talents and abilities. People with a fixed mindset—those who believe that abilities are fixed—are less likely to flourish than those with a growth mindset—those who believe that abilities can be developed. Mindset reveals how great parents, teachers, managers, and athletes can put this idea to use to foster outstanding accomplishment. In this edition, Dweck offers new insights into her now famous and broadly embraced concept. She introduces a phenomenon she calls false growth mindset and guides people toward adopting a deeper, truer growth mindset. She also expands the mindset concept beyond the individual, applying it to the cultures of groups and organizations. With the right mindset, you can motivate those you lead, teach, and love—to transform their lives and your own.
When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision—the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities—but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term "emotional intelligence" to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with a 1998 classic Harvard Business Review article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won't be a great leader. The chief components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skill—can sound unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.
The must-read summary of Dayle M. Smith's book: "The Eleven Keys to Leadership: Essential Leadership Skills at Your Fingertips". This complete summary of the ideas from Dayle M. Smith's book "The Eleven Keys to Leadership" shows that leaders are not born, they are made, and leadership skills can be learned. In his book, the author takes the reader through each key skill, demonstrating why it is important and how to acquire it. This summary offers a practical guide to developing your leadership skills in order to become an inspiring leader. Added-value of this summary: • Save time • Understand key concepts • Expand your leadership skills To learn more, read "The Eleven Keys to Leadership" and discover the features of today's top leaders and how you can develop them for yourself.