Have you ever felt the impact of poor leadership? Whether it is at work, church, or in everyday life, success starts with the leader. Leadership 102: The Next Great Lesson is the perfect resource for anyone who desires to become the most effective leader they can be. By reflecting upon meaningful experiences and scientific reasoning, author Dean Leav introduces innovative ideas for influencing and moving your followers into embracing your vision, starting with you, the leader. Acquire the essential tools necessary to make a lasting impact upon your organization as you discover the following: Why being desperate is smart How dissatisfaction will save your organization Why followers are the leader's mirror Why Jack Welch runs General Electric like a 'grocery store" Why volunteers are risking their lives in the Bronx Why Rick Warren gives away 90% of the millions he makes How effective leaders finish smart In addition to conveying leadership lessons and principles, Leav shows you why they work, giving you the insight necessary to make an impact upon your own organization. The information in Leadership 102: The Next Great Lesson will expand your mind, allowing you to become the effective leader that empowers change.

Heifetz and Linsky (both John F. Kennedy School of Government, Harvard U.) discuss how to survive and thrive on the dangers of leadership. They address leadership at all levels, from parents to everyday workers, managers and community activists, presidents of organizations and of countries. They examine why and how leadership is dangerous, how that danger drives some people "out of the game," possible strategies to reduce the risk of getting pushed aside, ways that people contribute to their own demise, ways to manage personal vulnerabilities, and how to keep one's spirit alive in the face of adversity. This text takes a more personal and practical approach to expand on ideas raised in Heifetz's earlier book, Leadership Without Easy Answers. Annotation copyrighted by Book News, Inc., Portland, OR

"Directory of members, constitution and by-laws of the Society of American Military Engineers, 1935" inserted in v. 27.

This textbook draws on international contributors with a range of backgrounds to explore, engage with and challenge readers in understanding the many aspects and elements that inform and influence contemporary nursing practice. With a focus to the future, this book explores the challenges facing health services and presents the arguments for a nursing contribution and influence in ensuring safe and quality care. Readers are supported to explore how, as individuals, they can shape their personal nursing identity and practice. The structure of the text is based on the belief that an individual nurse’s professional identity is developed through an interaction between their personal attributes and the influences of the profession itself. Reflecting this approach, the authors engage in a conversation with the reader rather than simply presenting a series of facts and information. Organised around a series of topical and pertinent questions and drawing on perspectives from policy, education and practice, the book explores a diverse range of topics such as: how historical and popular media representations of nursing hold back nursing practice today; the opportunities presented through education and nursing role development to increase the nursing contribution to health services; the economic and political influences on nursing and health care; how the professional regulation of nurses and core values informs your practice; ways to define and develop your own strong nursing identity. Central chapter questions provide ideal triggers for group discussions in class or online and equally as discussion topics between colleagues to support ongoing professional development. There is an emphasis throughout Nurses and Nursing on challenging thinking to recast nursing practice for the future by encouraging the reader to explore and create their emerging nursing identity or re-examine previously long held views. This text supports the reader to better understand health care, nursing and most importantly themselves as nurses.

Think of the last time you were at your best and working in the zone. Now compare that to all the time you’ve spent just going through the motions. How would you quantify the difference between the two in terms of how you felt and what you produced? Would you rate it as a 5% difference. . . a 50% difference? Most people would describe the gulf between those two states of being as vast—as deep and wide as the Grand Canyon. For quality of experience, engagement, productivity, and just the sheer joy of living, the majority of people asked to rate the difference between flourishing and floundering found it to be around a factor of 10. In their work with managers and executives at leading companies around the world, authors Tal Ben-Shahar and Angus Ridgway have identified a select group of individuals who consistently perform at their peak, and who make work seem effortless and working with them feel easy. The name they’ve given to those lucky few is “10X Leaders”. You know who they are. They’re the team leaders who bring out the best in everyone. They’re the senior managers who drive growth and innovation. They’re the dream bosses, dream partners, and dream colleagues. There’s a good chance you’ve encountered at least one 10X leader in your career—you’re probably thinking of one right now. And you wondered how they did it. Dr. Ben-Shahar and Mr. Ridgway believe they know the answer. They have identified the core characteristics, behaviors, and cognitive styles that all 10X leaders share. Even better, they’ve developed a way for virtually anyone to cultivate those traits and ways of thinking in themselves to become happier, more effective, and more successful. In this powerful new book they describe their revolutionary SHARP (Strength, Health, Absorption, Relationships, and Purpose) program for becoming a 10X leader. They tell you the true stories of people at organizations around the globe who’ve become more effective by learning to use these performance multipliers. And they offer proven strategies for mastering those characteristics and habits for lasting change—the kind of change that can bring you greater fulfilment and success, not just at work, but in every area of your life.

This book explores contemporary metaphors of leadership from a biblical or church historical perspective. It seeks to understand the cultural, social, and organizational metaphors from the Bible and the implications for contemporary organizations. Addressing issues such as communication, mentorship, administration, motivation, change management, education, and coaching, the authors explore concepts related to both for-profit and not-for-profit organizations. This book will be a valuable addition to the leadership literature in showing how biblical leadership principles can be used in contemporary organizations.

In today's world of business where organizational boundaries are blurry, intense competition dictates rapid change, and complex issues and relationships cut across departments, business units, and even companies, the old hierarchical command-and-control management approach is no longer sufficient. Distributed leadership approaches are necessary and no one individual can do it all. In fact, an enterprise is more than just the traditional organization. Value today is often created not just within a company, but also across a network of companies. Being able to connect the various components and to work collaboratively within the network is essential to maintaining competitive advantage. Leaders today must be capable of identifying potential partners, initiating and maintaining relationships, resolving conflicts, and reconfiguring their relationships. Cross-Enterprise Leadership is a new model for success in today's world of complexity and ambiguity. Leaders who adopt this approach will be more comfortable dealing with ambiguity, uncertainty, complexity and time pressures, and with creating value through networks of relationships. Small, domestic, entrepreneurial companies are, by their very nature, cross-enterprise focused. Entrepreneurs will tell you that they live in a world of uncertainty and ambiguity and that they constantly need to adjust on the fly. Equally, large multi-national companies like Wal-Mart, Nestle, or Coca-Cola are inherently complex and issues and relationships cut across functions, levels, geographies, and companies. Cross-Enterprise Leadership goes beyond a functional perspective to understanding the complexity of business issues from all angles and how they can be integrated, how leaders can rely almost entirely on influence when they may be operating without power or authority, and how they can develop the capacity to make decisions and implement them in an environment filled with uncertainty and complexity. Most managers operate like the traditional orchestra-waiting to do their written part. But there is no tidy score for business today. CEL enables today's leaders to be more like a jazz band, improvising and building off of one another, creating music in real time and in relationship to one another.

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.