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Have you ever felt bored and uninterested at work? Do you feel that you are working hard and not seeing results? Does your day end with frustration and disillusionment? But what happened? After all, you loved this job. It could be 'leader's block', a phase where leaders feel demotivated and unengaged. These are the same leaders who at one point found their work stimulating and exciting. Over several candid interviews, senior professionals reveal why they felt this way and the circumstances that caused it. Ritu G. Mehrish uncovers the reasons behind this feeling and the antidote to this malady. Identify when you are getting into the 'leader's block' and learn how to break out of it!
Nelson Estrada examines the apostles' transformation of status from followers to leaders in Acts 1-2. He challenges the common view that Acts 1:12-14 is the preparation for the coming of the Spirit in Acts 2, and that the sole purpose of Acts 1:15-26 is to set the number of the apostles at twelve-in line with Jesus' prophecy in Luke 22:30. Instead, Estrada reads Acts 1:12-14 and 1:15-26 as primarily propagandistic in nature. He argues that these pericopes promote the leadership integrity of the apostles by attempting to win the support of the women disciples and Jesus' family and then, through Judas' excommunication, extirpation, and replacement, to win that of the 120 disciples.
This volume in The Handbook of Research on Middle Level Education gives an introduction to professional preparation and development of middle level teachers and administrators.
The Garden of Leaders explores two related questions: What is leadership? And what sort of education could prepare young people to be leaders? Paul Woodruff argues that higher education--particularly but not exclusively in the liberal arts--should set its main focus on cultivating leadership in students. Woodruff advances a new view of liberal arts education that places leadership at the root of everything it does, so that students will be prepared to lead in their lives and careers--and not necessarily in management roles. Woodruff views the contemporary university as sorely lacking an emphasis on leadership, and presents three core sets of recommendations for how they can and should foster it. First, Woodruff posits co-curricular groups, activities, and projects as essential activities for students to gain confidence and leadership skills. Administrations should encourage students to engage in activities outside the classroom, convert coached sports teams into student-led clubs as far as possible, and discourage social organizations that are segregated by race or sex. Second, Woodruff advocates for a different curriculum for all undergraduates, no matter their major-arguing that they need to be taught leadership in the forms of key skills including communication (including good writing, listening, and speaking), as well as exposure to key material in history literature, social science, and ethics. Students should be asked to consider the hardest ethical dilemmas that leaders face, toggling between Machiavelli and great ethical thinkers such as Confucius and Socrates. Third, Woodruff calls for the teaching methods used by instructors to re-orient themselves around the question of leadership, particularly by emphasizing teamwork. Professors should respect their students' independence, avoid tyrannical teaching, and remember that all teachers teach ethics simply by the examples they set in dealing with students. Whether in engineering, music, or classics, The Garden of Leaders advances leadership as a core value that should be at the heart of the educational enterprise-contending that while a college campus can be many things, it should at the very least be a ground upon which new leaders can grow.
Learn how top companies solve the problem of leadership succession from corporate America's leading consultant. A serious crisis looms in American management today. More and more CEOs are failing; there remains an acute shortage of capable replacements. The true dilemma in leadership is the stagnant state of corporate leadership development. Because companies fail to hone their unit managers' leadership abilities, they are never able to fill their succession pipelines. With unit managers stagnating, companies have difficulty executing at every level, compounding the crisis. In I>Leaders at All Levels, bestselling author Ram Charan shows how top companies approach leadership development as a core competency, recognizing that an adaptable leadership pool is a competitive advantage, and focusing their attention on bringing out the best in the leaders they have. Charan reveals exactly what's wrong with corporate leadership development and tells how to make it right. He explains the concept of a leadership "gene pool" and shows how companies can discover just what "DNA" they need to succeed. He also details how to uncover the hidden leaders in a company, when and where to bring in fresh talent, how to coach, measure, and reward leadership, and much more. For CEOs, directors, and anyone involved in leadership development, Leaders at All Levels is an eye-opening guide on how to get succession right.
Of key findings -- Introduction: Shifting emphasis to the new status quo -- Dominant features of the new status quo -- Key demands on defense leaders, strategists, and operators in the new status quo -- Seven new perspectives for key defense actors operating in unconventional environments -- Four foundational roles for key defense actors -- Cultivating a new unconventional strategic competency in key defense actors -- Conclusion: Leading U.S. government transformation by example.