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Leadership

Leadership
Theories[edit] Early western history[edit] The trait theory was explored at length in a number of works in the 19th century. Most notable are the writings of Thomas Carlyle and Francis Galton, whose works have prompted decades of research.[4] In Heroes and Hero Worship (1841), Carlyle identified the talents, skills, and physical characteristics of men who rose to power. In Galton's Hereditary Genius (1869), he examined leadership qualities in the families of powerful men. After showing that the numbers of eminent relatives dropped off when moving from first degree to second degree relatives, Galton concluded that leadership was inherited. Rise of alternative theories[edit] In the late 1940s and early 1950s, however, a series of qualitative reviews of these studies (e.g., Bird, 1940;[5] Stogdill, 1948;[6] Mann, 1959[7]) prompted researchers to take a drastically different view of the driving forces behind leadership. Reemergence of trait theory[edit] Attribute pattern approach[edit] B.F. Related:  Common connotations of REDManagement - Διοίκηση

Masculinity Masculinity is a set of qualities, characteristics or roles generally considered typical of, or appropriate to, a man. It can have degrees of comparison: "more masculine", "most masculine'". The opposite can be expressed by terms such as "unmanly" or epicene.[1] A near-synonym of masculinity is virility (from Latin vir, man). Constructs of masculinity vary across historical and cultural contexts. The dandy, for instance, was regarded as an ideal of masculinity in the 19th century, but is considered effeminate by modern standards.[2] Traditional masculine norms, as described in Dr. Ronald F. Nature versus nurture[edit] Hegemonic masculinity[edit] Direct competition of physical skill and strength is a feature of masculinity which appears in some form in virtually every culture on Earth. Critics of masculinity[edit] It is a subject of debate whether masculinity concepts followed historically should still be applied. Masculine gender role stress[edit] Masculinity is something that some[who?]

Implementing Strategies in Extreme Negotiations Download the PDF of this Idea in Practice. In November 2010, Jeff Weiss and Jonathan Hughes, along with Major Aram Donigian, published an article in HBR called "Extreme Negotiations." It described the temptations we all face when negotiating under duress—for example, acting too quickly or relying too much on coercion—and suggested that the principles of effective negotiation become even more important when the stakes are high and the pressure is on. The authors used examples from military negotiations in Iraq and Afghanistan to illustrate those principles. We followed up with Weiss and Hughes to understand more about how readers could apply these negotiating principles to their own situations. HBR: In a business context, what do you define as an "extreme" negotiation? Weiss and Hughes: It's when the stakes and risks are especially high. Remind us of what the principles are. Do these strategies need to be reciprocated to be effective? W & H: No, although that is a very common concern.

Leadership Welcome to the Art and Science of Leadership, a comprehensive collection of articles and activities for developing leadership skills and knowledge. Becoming a good leader is not easy, but by learning the correct leadership skills and knowledge, putting them into practice through quality learning activities, and then adapting them to different situations, will put you well on your way to becoming a leader. Leadership Manual This guide is divided into five sections: You can also use the Leadership Mind Map to select an article, or use the search bar at the top of the page. For a list of learning activities that help to develop leadership skills, see the Leadership Development Outline. Basics of Leadership Click image for a larger diagram Leadership Philosophies Team Leadership Advanced Leadership Skills Supporting Skills There is no such thing as a perfect leader, either in the past or present, in China or elsewhere. Learning Activities Let's work together to solve this. . . Related Pages

Leadership lessons from the Royal Navy - McKinsey Quarterly - Organization - Strategic Organization Britain’s Royal Navy is a disciplined command-and-control organization that moves across 140 million square miles of the world’s oceans. Although few environments are tougher than a ship or submarine, I’ve been struck, while conducting research on the Royal Navy, by the extent to which these engines of war run on “soft” leadership skills. For officers leading small teams in constrained quarters, there’s no substitute for cheerfulness and effective storytelling. In fact, I’d go so far as to say that naval training is predicated on the notion that when two groups with equal resources attempt the same thing, the successful group will be the one whose leaders better understand how to use the softer skills to maintain effort and motivate. I believe that the same principle holds true for business. Among the many softer leadership skills important to the Royal Navy, I highlight here the aforementioned cheerfulness and storytelling, which to me were both unexpected and broadly applicable.

Injury The knee of a patient is examined with help of radiography after an injury. An injury is damage to a biological organism caused by physical harm.[1] Major trauma is injury that can potentially lead to serious outcomes. Classification[edit] The United States Bureau of Labor Statistics developed the Occupational Injury and Illness Classification System (OIICS). Under this system injuries are classified by nature,part of body affected,source and secondary source, andevent or exposure. The OIICS was first published in 1992 and has been updated several times since.[2] The World Health Organization developed the International Classification of External Causes of Injury (ICECI). mechanism of injury,objects/substances producing injury,place of occurrence,activity when injured,the role of human intent, and additional modules. The Orchard Sports Injury Classification System (OSICS) is used to classify injuries to enable research into specific sports injuries.[4] By ultimate cause[edit] By modality[edit]

Delivering an Effective Performance Review - Rebecca Knight - Best Practices It’s performance review season, and you know the drill. Drag each of your direct reports into a conference room for a one-on-one, hand them an official-looking document, and then start in with the same, tired conversation. Say some positive things about what the employee is good at, then some unpleasant things about what he’s not good at, and end — wearing your most solicitous grin — with some more strokes of his ego. What the Experts Say For many employees, a face-to-face performance review is the most stressful work conversation they’ll have all year. Set expectations early The performance review doesn’t start with a sit-down in the spare conference room. Lay the groundwork About two weeks before the face-to-face review, ask your employee to jot down a few things he’s done over the last year that he’s proud of. Set a tone Too often the face-to-face conversation takes the form of a “feedback sandwich:” compliments, criticism, more niceties. Principles to Remember Do Don’t

Top 7 Ways To Remain Focused Single-minded determination is not something that many of us can honestly say that we have on a regular basis. There might be the odd moments of concentrated "will-power" or flashes of inspired effort, but for most of us, lack of confidence, confusion or simply information overload causes us to be easily distracted from our path. When faced with two equally attractive opportunities, have you ever lost energy pursuing both at the same time with the inevitable consequence of neither of them panning out? Do you remember doing your homework in front of the TV or listening to the radio? Your focus and attention may not have been at its highest level, a fact born out the next day when you panicked to correct all the mistakes or to complete the assignment. Focus is a discipline that most of us find hard to maintain for any length of time, yet it is a vital ingredient in the journey to success. So, how can we ensure that we remain focused on one thing at a time?

Business Model Canvas Business Model Canvas: nine business model building blocks, Osterwalder, Pigneur & al. 2010 The Business Model Canvas is a strategic management and lean startup template for developing new or documenting existing business models.[1][2] It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances.[3] It assists firms in aligning their activities by illustrating potential trade-offs. The Business Model Canvas was initially proposed by Alexander Osterwalder[4] based on his earlier work on Business Model Ontology.[5] Since the release of Osterwalder's work in 2008, new canvases for specific niches have appeared, such as the Lean Canvas.[6] The Business Model Canvas[edit] Formal descriptions of the business become the building blocks for its activities. InfrastructureKey Activities: The most important activities in executing a company's value proposition. Application[edit] Alternative forms[edit] See also[edit] References[edit]

Beauty The experience of "beauty" often involves an interpretation of some entity as being in balance and harmony with nature, which may lead to feelings of attraction and emotional well-being. Because this can be a subjective experience, it is often said that "beauty is in the eye of the beholder."[2] There is evidence that perceptions of beauty are evolutionarily determined, that things, aspects of people and landscapes considered beautiful are typically found in situations likely to give enhanced survival of the perceiving human's genes.[3][4] Etymology[edit] The classical Greek noun for "beauty" was κάλλος, kallos, and the adjective for "beautiful" was καλός, kalos. Historical view of beauty[edit] Florence Cathedral and dome. Plato considered beauty to be the Idea (Form) above all other Ideas.[10] Aristotle saw a relationship between the beautiful (to kalon) and virtue, arguing that "Virtue aims at the beautiful Beauty is truth, truth beauty, —that is all. Human beauty[edit] St. Ugliness[edit]

Excellence Now by Tom Peters 18 Ways to Stay Focused at Work Over the years I have worked at many client sites and a variety of office layouts. On one project in particular, we had as many as 80 people in a project team, seated via an open plan arrangement. It was pretty difficult trying to stay focused in an environment like this. These days, the projects I’m on are typically smaller, but there are still a number of distractions which frequently interrupt my working groove. So what are some of the things we can do to minimise such interruptions and distractions? Here’s my list of 18 ways to stay focused at work: Write out a daily task list and plan your day. I hope these tips will take you closer to more focused and productive work days. Ok, good luck! Hey, what are you still doing here? Related Posts

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