Leadership: :: touching lives /
"Whether as a leader seeking to empower others or as an individual struggling to become a better person ourselves, the decision to empower is a choice we make. The nature of our action is to acknowledge the incredible ability that exists within another person or to realize that we also possess...
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
New York :
Nova Science Publishers, Inc.,
[2020]
|
| Schriftenreihe: | Leadership in a changing world.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | "Whether as a leader seeking to empower others or as an individual struggling to become a better person ourselves, the decision to empower is a choice we make. The nature of our action is to acknowledge the incredible ability that exists within another person or to realize that we also possess an undiscovered and unrealized greatness. The untapped capacity within each individual is rarely imagined and it is extremely unusual for a person to realize even a small part of his or her almost unlimited capabilities. The focus of this book is on coming to terms with the best version of ourselves and to then accept the responsibility to help others to discover their own highest potential. The quest for self-discovery and a clearer sense of our own identity is often delayed in the hustle-bustle of a busy life-until we finally realize that we have chosen to "satisfice" or live our lives far below what we are capable of achieving. The journey to greater self-awareness and to an appreciation of our hidden talents is a necessary step to discovering the life that we never imagined is actually possible. Realizing who we can become enables us to not only redefine our identities but also teaches us of our moral obligation to help others to recognize what their lives can mean. In raising the bar for our own performance or in helping others to become their very best, empowerment is ultimately a choice-a decision to redefine our best definition of ourselves and to assist others to discover their immense potential as well"-- |
| Beschreibung: | 1 online resource (viii, 227 pages). |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9781536176261 1536176265 |
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| 100 | 1 | |a Caldwell, Cam, |e author. |0 http://id.loc.gov/authorities/names/nb2014004848 | |
| 245 | 1 | 0 | |a Leadership: : |b touching lives / |c Cam Caldwell and Verl Anderson. |
| 264 | 1 | |a New York : |b Nova Science Publishers, Inc., |c [2020] | |
| 300 | |a 1 online resource (viii, 227 pages). | ||
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| 490 | 1 | |a Leadership in a changing world | |
| 504 | |a Includes bibliographical references and index. | ||
| 520 | |a "Whether as a leader seeking to empower others or as an individual struggling to become a better person ourselves, the decision to empower is a choice we make. The nature of our action is to acknowledge the incredible ability that exists within another person or to realize that we also possess an undiscovered and unrealized greatness. The untapped capacity within each individual is rarely imagined and it is extremely unusual for a person to realize even a small part of his or her almost unlimited capabilities. The focus of this book is on coming to terms with the best version of ourselves and to then accept the responsibility to help others to discover their own highest potential. The quest for self-discovery and a clearer sense of our own identity is often delayed in the hustle-bustle of a busy life-until we finally realize that we have chosen to "satisfice" or live our lives far below what we are capable of achieving. The journey to greater self-awareness and to an appreciation of our hidden talents is a necessary step to discovering the life that we never imagined is actually possible. Realizing who we can become enables us to not only redefine our identities but also teaches us of our moral obligation to help others to recognize what their lives can mean. In raising the bar for our own performance or in helping others to become their very best, empowerment is ultimately a choice-a decision to redefine our best definition of ourselves and to assist others to discover their immense potential as well"-- |c Provided by publisher. | ||
| 588 | |a Description based on online resource; title from digital title page (viewed on April 22, 2020). | ||
| 505 | 0 | |a Intro -- Contents -- Preface -- Chapter 1 -- Leaders Touch Lives: Introduction and Overview -- Leadership: A Personal Relationship -- Leadership: Moral and Ethical Responsibility -- Leadership: The Management of Meaning -- Leadership: Common Practices -- Summarizing the Chapters -- Chapter 2 -- Moral Leadership or the Leader as Steward -- Chapter 3 -- Leaders Prepare for Change -- Chapter 4 -- Integrity and Its Consequences -- Chapter 5 -- Honoring Others Kindness, Trust, and Leadership -- Chapter 6 -- Leadership and Generosity -- Chapter 7 -- Feminine Leadership and Its Strengths | |
| 505 | 8 | |a Chapter 8 -- Leadership and Responsibility -- Chapter 9 -- Leaders Develop People -- Chapter 10 -- Leadership as Service to Mankind -- Conclusion -- Chapter 2 -- Moral Leadership or the Leader as Steward -- Ethical Stewardship as Virtuous Leadership -- Leaders and Self-Interest -- S. Truett Cathy -- Ethical Steward -- 1. Define Your Values and Stick to Them -- 2. A Little Customer Service Goes a Long Way -- 3. Make Family a Priority -- 4. Know Why You Exist -- 5. Plan Ahead -- 6. Invest in Others -- 7. Don't Be Afraid to Start Small -- Leadership with Self-Interest | |
| 505 | 8 | |a Recommendations about Stewardship -- 1. Leadership is about Service to Others and Treating Others with Kindness, Dignity, and Respect -- 2. Effective Leaders Seek to Achieve Long-Term Value Creation Rather than Overemphasizing Short-Term Profits -- 3. Leaders Who Are Most Respected Seek to Create Authentic Personal Relationships with Others and View Leadership as a Quasi-Sacred Obligation -- 4. Leaders Earn the Trust and Commitment of Others by Being Impeccably Ethical and Moral -- 5. Leaders Hold Both Themselves and Others Accountable and Willingly Accept Personal Responsibility -- Conclusion | |
| 505 | 8 | |a Chapter 3 -- Leaders Prepare for Change: The Omnipresent Reality -- Leading Change -- 1. Create a Sense of Urgency -- 2. Form a Powerful Coalition -- 3. Create a Vision for Change -- 4. Communicate the Vision -- 5. Remove Obstacles -- 6. Create Short-Term Wins -- 7. Build on the Change -- 8. Anchor the Change into the Culture -- Darwin Smith's Management of Change -- An Unsuccessful Contrast -- 1. The Culture Failed to Align with Corporate Strategy -- 2. Employees Failed to Develop Ownership and Passion -- 3. Customers Failed to Accept the New Image of the Old Company | |
| 505 | 8 | |a 4. Marketing and Branding Efforts Were Made without Understanding Customer Perceptions -- 5. The Effort to Turn the Organization Inside-Out Failed due to Lack of Employee Support -- Five Insights in Leading Change -- 1. Change Begins with the Leader -- 2. Every Change Requires a Rational Benefit -- 3. Change Succeeds When People become Owners and Partners -- 4. Each Change Requires Necessary Resources -- 5. Successful Change is a Cultural Phenomenon -- Conclusion -- Chapter 4 -- Integrity and Its Consequences: The Foundation of Leadership -- The Importance of Integrity | |
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| 776 | 0 | 8 | |i Print version: |a Caldwell, Cam. |t Leadership: |d Hauppauge : Nova Science Publishers, 2020. |z 9781536176254 |w (DLC) 2020008084 |
| 830 | 0 | |a Leadership in a changing world. |0 http://id.loc.gov/authorities/names/no2020048949 | |
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Datensatz im Suchindex
| DE-BY-FWS_katkey | ZDB-4-EBA-on1141924129 |
|---|---|
| _version_ | 1816882511863611393 |
| adam_text | |
| any_adam_object | |
| author | Caldwell, Cam Anderson, Verl A. (Verl Allen) |
| author_GND | http://id.loc.gov/authorities/names/nb2014004848 http://id.loc.gov/authorities/names/n88662815 |
| author_facet | Caldwell, Cam Anderson, Verl A. (Verl Allen) |
| author_role | aut aut |
| author_sort | Caldwell, Cam |
| author_variant | c c cc v a a va vaa |
| building | Verbundindex |
| bvnumber | localFWS |
| callnumber-first | H - Social Science |
| callnumber-label | HD57 |
| callnumber-raw | HD57.7 .C35255 2020 |
| callnumber-search | HD57.7 .C35255 2020 |
| callnumber-sort | HD 257.7 C35255 42020 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| collection | ZDB-4-EBA |
| contents | Intro -- Contents -- Preface -- Chapter 1 -- Leaders Touch Lives: Introduction and Overview -- Leadership: A Personal Relationship -- Leadership: Moral and Ethical Responsibility -- Leadership: The Management of Meaning -- Leadership: Common Practices -- Summarizing the Chapters -- Chapter 2 -- Moral Leadership or the Leader as Steward -- Chapter 3 -- Leaders Prepare for Change -- Chapter 4 -- Integrity and Its Consequences -- Chapter 5 -- Honoring Others Kindness, Trust, and Leadership -- Chapter 6 -- Leadership and Generosity -- Chapter 7 -- Feminine Leadership and Its Strengths Chapter 8 -- Leadership and Responsibility -- Chapter 9 -- Leaders Develop People -- Chapter 10 -- Leadership as Service to Mankind -- Conclusion -- Chapter 2 -- Moral Leadership or the Leader as Steward -- Ethical Stewardship as Virtuous Leadership -- Leaders and Self-Interest -- S. Truett Cathy -- Ethical Steward -- 1. Define Your Values and Stick to Them -- 2. A Little Customer Service Goes a Long Way -- 3. Make Family a Priority -- 4. Know Why You Exist -- 5. Plan Ahead -- 6. Invest in Others -- 7. Don't Be Afraid to Start Small -- Leadership with Self-Interest Recommendations about Stewardship -- 1. Leadership is about Service to Others and Treating Others with Kindness, Dignity, and Respect -- 2. Effective Leaders Seek to Achieve Long-Term Value Creation Rather than Overemphasizing Short-Term Profits -- 3. Leaders Who Are Most Respected Seek to Create Authentic Personal Relationships with Others and View Leadership as a Quasi-Sacred Obligation -- 4. Leaders Earn the Trust and Commitment of Others by Being Impeccably Ethical and Moral -- 5. Leaders Hold Both Themselves and Others Accountable and Willingly Accept Personal Responsibility -- Conclusion Chapter 3 -- Leaders Prepare for Change: The Omnipresent Reality -- Leading Change -- 1. Create a Sense of Urgency -- 2. Form a Powerful Coalition -- 3. Create a Vision for Change -- 4. Communicate the Vision -- 5. Remove Obstacles -- 6. Create Short-Term Wins -- 7. Build on the Change -- 8. Anchor the Change into the Culture -- Darwin Smith's Management of Change -- An Unsuccessful Contrast -- 1. The Culture Failed to Align with Corporate Strategy -- 2. Employees Failed to Develop Ownership and Passion -- 3. Customers Failed to Accept the New Image of the Old Company 4. Marketing and Branding Efforts Were Made without Understanding Customer Perceptions -- 5. The Effort to Turn the Organization Inside-Out Failed due to Lack of Employee Support -- Five Insights in Leading Change -- 1. Change Begins with the Leader -- 2. Every Change Requires a Rational Benefit -- 3. Change Succeeds When People become Owners and Partners -- 4. Each Change Requires Necessary Resources -- 5. Successful Change is a Cultural Phenomenon -- Conclusion -- Chapter 4 -- Integrity and Its Consequences: The Foundation of Leadership -- The Importance of Integrity |
| ctrlnum | (OCoLC)1141924129 |
| dewey-full | 658.4/092 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/092 |
| dewey-search | 658.4/092 |
| dewey-sort | 3658.4 292 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | ZDB-4-EBA-on1141924129 |
| illustrated | Illustrated |
| indexdate | 2024-11-27T13:29:47Z |
| institution | BVB |
| isbn | 9781536176261 1536176265 |
| language | English |
| lccn | 2020008085 |
| oclc_num | 1141924129 |
| open_access_boolean | |
| owner | MAIN DE-863 DE-BY-FWS |
| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource (viii, 227 pages). |
| psigel | ZDB-4-EBA |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Nova Science Publishers, Inc., |
| record_format | marc |
| series | Leadership in a changing world. |
| series2 | Leadership in a changing world |
| spelling | Caldwell, Cam, author. http://id.loc.gov/authorities/names/nb2014004848 Leadership: : touching lives / Cam Caldwell and Verl Anderson. New York : Nova Science Publishers, Inc., [2020] 1 online resource (viii, 227 pages). text txt rdacontent computer c rdamedia online resource cr rdacarrier Leadership in a changing world Includes bibliographical references and index. "Whether as a leader seeking to empower others or as an individual struggling to become a better person ourselves, the decision to empower is a choice we make. The nature of our action is to acknowledge the incredible ability that exists within another person or to realize that we also possess an undiscovered and unrealized greatness. The untapped capacity within each individual is rarely imagined and it is extremely unusual for a person to realize even a small part of his or her almost unlimited capabilities. The focus of this book is on coming to terms with the best version of ourselves and to then accept the responsibility to help others to discover their own highest potential. The quest for self-discovery and a clearer sense of our own identity is often delayed in the hustle-bustle of a busy life-until we finally realize that we have chosen to "satisfice" or live our lives far below what we are capable of achieving. The journey to greater self-awareness and to an appreciation of our hidden talents is a necessary step to discovering the life that we never imagined is actually possible. Realizing who we can become enables us to not only redefine our identities but also teaches us of our moral obligation to help others to recognize what their lives can mean. In raising the bar for our own performance or in helping others to become their very best, empowerment is ultimately a choice-a decision to redefine our best definition of ourselves and to assist others to discover their immense potential as well"-- Provided by publisher. Description based on online resource; title from digital title page (viewed on April 22, 2020). Intro -- Contents -- Preface -- Chapter 1 -- Leaders Touch Lives: Introduction and Overview -- Leadership: A Personal Relationship -- Leadership: Moral and Ethical Responsibility -- Leadership: The Management of Meaning -- Leadership: Common Practices -- Summarizing the Chapters -- Chapter 2 -- Moral Leadership or the Leader as Steward -- Chapter 3 -- Leaders Prepare for Change -- Chapter 4 -- Integrity and Its Consequences -- Chapter 5 -- Honoring Others Kindness, Trust, and Leadership -- Chapter 6 -- Leadership and Generosity -- Chapter 7 -- Feminine Leadership and Its Strengths Chapter 8 -- Leadership and Responsibility -- Chapter 9 -- Leaders Develop People -- Chapter 10 -- Leadership as Service to Mankind -- Conclusion -- Chapter 2 -- Moral Leadership or the Leader as Steward -- Ethical Stewardship as Virtuous Leadership -- Leaders and Self-Interest -- S. Truett Cathy -- Ethical Steward -- 1. Define Your Values and Stick to Them -- 2. A Little Customer Service Goes a Long Way -- 3. Make Family a Priority -- 4. Know Why You Exist -- 5. Plan Ahead -- 6. Invest in Others -- 7. Don't Be Afraid to Start Small -- Leadership with Self-Interest Recommendations about Stewardship -- 1. Leadership is about Service to Others and Treating Others with Kindness, Dignity, and Respect -- 2. Effective Leaders Seek to Achieve Long-Term Value Creation Rather than Overemphasizing Short-Term Profits -- 3. Leaders Who Are Most Respected Seek to Create Authentic Personal Relationships with Others and View Leadership as a Quasi-Sacred Obligation -- 4. Leaders Earn the Trust and Commitment of Others by Being Impeccably Ethical and Moral -- 5. Leaders Hold Both Themselves and Others Accountable and Willingly Accept Personal Responsibility -- Conclusion Chapter 3 -- Leaders Prepare for Change: The Omnipresent Reality -- Leading Change -- 1. Create a Sense of Urgency -- 2. Form a Powerful Coalition -- 3. Create a Vision for Change -- 4. Communicate the Vision -- 5. Remove Obstacles -- 6. Create Short-Term Wins -- 7. Build on the Change -- 8. Anchor the Change into the Culture -- Darwin Smith's Management of Change -- An Unsuccessful Contrast -- 1. The Culture Failed to Align with Corporate Strategy -- 2. Employees Failed to Develop Ownership and Passion -- 3. Customers Failed to Accept the New Image of the Old Company 4. Marketing and Branding Efforts Were Made without Understanding Customer Perceptions -- 5. The Effort to Turn the Organization Inside-Out Failed due to Lack of Employee Support -- Five Insights in Leading Change -- 1. Change Begins with the Leader -- 2. Every Change Requires a Rational Benefit -- 3. Change Succeeds When People become Owners and Partners -- 4. Each Change Requires Necessary Resources -- 5. Successful Change is a Cultural Phenomenon -- Conclusion -- Chapter 4 -- Integrity and Its Consequences: The Foundation of Leadership -- The Importance of Integrity Leadership. http://id.loc.gov/authorities/subjects/sh85075480 Leadership https://id.nlm.nih.gov/mesh/D007857 Leadership. Leadership fast Anderson, Verl A. (Verl Allen), author. http://id.loc.gov/authorities/names/n88662815 has work: Leadership (Text) https://id.oclc.org/worldcat/entity/E39PCGkKD9bWDJ9HB34tGPby3P https://id.oclc.org/worldcat/ontology/hasWork Print version: Caldwell, Cam. Leadership: Hauppauge : Nova Science Publishers, 2020. 9781536176254 (DLC) 2020008084 Leadership in a changing world. http://id.loc.gov/authorities/names/no2020048949 FWS01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=2366001 Volltext |
| spellingShingle | Caldwell, Cam Anderson, Verl A. (Verl Allen) Leadership: : touching lives / Leadership in a changing world. Intro -- Contents -- Preface -- Chapter 1 -- Leaders Touch Lives: Introduction and Overview -- Leadership: A Personal Relationship -- Leadership: Moral and Ethical Responsibility -- Leadership: The Management of Meaning -- Leadership: Common Practices -- Summarizing the Chapters -- Chapter 2 -- Moral Leadership or the Leader as Steward -- Chapter 3 -- Leaders Prepare for Change -- Chapter 4 -- Integrity and Its Consequences -- Chapter 5 -- Honoring Others Kindness, Trust, and Leadership -- Chapter 6 -- Leadership and Generosity -- Chapter 7 -- Feminine Leadership and Its Strengths Chapter 8 -- Leadership and Responsibility -- Chapter 9 -- Leaders Develop People -- Chapter 10 -- Leadership as Service to Mankind -- Conclusion -- Chapter 2 -- Moral Leadership or the Leader as Steward -- Ethical Stewardship as Virtuous Leadership -- Leaders and Self-Interest -- S. Truett Cathy -- Ethical Steward -- 1. Define Your Values and Stick to Them -- 2. A Little Customer Service Goes a Long Way -- 3. Make Family a Priority -- 4. Know Why You Exist -- 5. Plan Ahead -- 6. Invest in Others -- 7. Don't Be Afraid to Start Small -- Leadership with Self-Interest Recommendations about Stewardship -- 1. Leadership is about Service to Others and Treating Others with Kindness, Dignity, and Respect -- 2. Effective Leaders Seek to Achieve Long-Term Value Creation Rather than Overemphasizing Short-Term Profits -- 3. Leaders Who Are Most Respected Seek to Create Authentic Personal Relationships with Others and View Leadership as a Quasi-Sacred Obligation -- 4. Leaders Earn the Trust and Commitment of Others by Being Impeccably Ethical and Moral -- 5. Leaders Hold Both Themselves and Others Accountable and Willingly Accept Personal Responsibility -- Conclusion Chapter 3 -- Leaders Prepare for Change: The Omnipresent Reality -- Leading Change -- 1. Create a Sense of Urgency -- 2. Form a Powerful Coalition -- 3. Create a Vision for Change -- 4. Communicate the Vision -- 5. Remove Obstacles -- 6. Create Short-Term Wins -- 7. Build on the Change -- 8. Anchor the Change into the Culture -- Darwin Smith's Management of Change -- An Unsuccessful Contrast -- 1. The Culture Failed to Align with Corporate Strategy -- 2. Employees Failed to Develop Ownership and Passion -- 3. Customers Failed to Accept the New Image of the Old Company 4. Marketing and Branding Efforts Were Made without Understanding Customer Perceptions -- 5. The Effort to Turn the Organization Inside-Out Failed due to Lack of Employee Support -- Five Insights in Leading Change -- 1. Change Begins with the Leader -- 2. Every Change Requires a Rational Benefit -- 3. Change Succeeds When People become Owners and Partners -- 4. Each Change Requires Necessary Resources -- 5. Successful Change is a Cultural Phenomenon -- Conclusion -- Chapter 4 -- Integrity and Its Consequences: The Foundation of Leadership -- The Importance of Integrity Leadership. http://id.loc.gov/authorities/subjects/sh85075480 Leadership https://id.nlm.nih.gov/mesh/D007857 Leadership. Leadership fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85075480 https://id.nlm.nih.gov/mesh/D007857 |
| title | Leadership: : touching lives / |
| title_auth | Leadership: : touching lives / |
| title_exact_search | Leadership: : touching lives / |
| title_full | Leadership: : touching lives / Cam Caldwell and Verl Anderson. |
| title_fullStr | Leadership: : touching lives / Cam Caldwell and Verl Anderson. |
| title_full_unstemmed | Leadership: : touching lives / Cam Caldwell and Verl Anderson. |
| title_short | Leadership: : |
| title_sort | leadership touching lives |
| title_sub | touching lives / |
| topic | Leadership. http://id.loc.gov/authorities/subjects/sh85075480 Leadership https://id.nlm.nih.gov/mesh/D007857 Leadership. Leadership fast |
| topic_facet | Leadership. Leadership |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=2366001 |
| work_keys_str_mv | AT caldwellcam leadershiptouchinglives AT andersonverla leadershiptouchinglives |