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Search Results: 1 - 10 of 1477 matches for " Leadership "
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On Leadership and It’s Marketing  [PDF]
Jinzhang Gao
Open Journal of Leadership (OJL) , 2013, DOI: 10.4236/ojl.2013.24011
Abstract:

Leadership is a kind of scarce resources and a determinable factor in an organization. Effective leadership is one of the key factors in its growth, change and regeneration whereas currently, leaders in some organizations do not have the leadership in match with their development and leadership resource is out of proportion of the highly-developed economy which prevents organizations from developing. Leadership is a leader’s most significant peculiarity and his developing in leadership contributes most greatly to the organization. Effective leadership depends on leadership marketing as well as the cultivating and developing. Based on marketing researches, this paper mainly studies individual leadership, group leadership and organizational leadership so as to lead to more researches and studies.

Leadership as a Way of Life
Joelle Jay
Strategic Leadership Review , 2012,
Abstract: In the past few years, businesses have been hit hard with a talent crunch, a generational shift, and an economic downturn. This is all on top of the usual 21st century challenges of globalization, innovation, and technology. How can leaders possibly keep up? They must, and they will. But in order to do so successfully, they must learn to not only lead their organizations but also lead themselves. They must learn to practice personal leadership. This article outlines ten practices of personal leadership that show readers that leadership is not just a label. It is a way of life.
Editorial: Who Needs Leadership? Social Problems, Change, and Education Futures
Marti Cleveland-Innes
International Review of Research in Open and Distance Learning , 2012,
Abstract:
Editorial: Volume 13, Issue Number 2
Terry Anderson
International Review of Research in Open and Distance Learning , 2012,
Abstract:
CRISIS LEADERSHIP - AN ORGANIZATIONAL OPPORTUNITY
James E. Prewitt,Richard Weil,Anthony Q. McClure
Australian Journal of Business and Management Research , 2011,
Abstract: Reactive leadership and crisis management have been synonymous for years. This flows from the belief that crisis is unpredictable and unexpected, which is simply not true. Crisis has its genesis in the values, beliefs, culture, or behavior of an organization which become incongruent with the milieu in which the organization operates. A leader, who is able to read the signals of looming crisis and understands how to harness the exigency brought on by the situation, can diminish the potential dangers and take full advantage of the resulting opportunities. This paper presents a generic crisis lifecycle as a representation of overall crisis. Since a crisis can be broken down into three unique phases, crisis lifecycles can be understood and utilized for the benefit of the organization. In the first phase of the lifecycle, the organization finds itself mired in a static phase which equates to a comfort zone. In this first phase leaders struggle when they attempt to introduce change or learning due to the organizations preference to avoid conflict and maintain stasis. When a crisis engulfs an organization then the stasis that envelops the organization evaporates and gives rise to the second phase or the disaster phase. The disaster phase often threatens the very existence of the organization. When the organization successfully eliminates the immediate organizational threat, the organization is able to enter the adjustive phase of the crisis lifecycle. In this third phase, the leader has the undivided attention of the organization and the underlying urgency to solve the issues that led to the crisis in the first place. Regrettably, many leaders don’t take advantage of this golden opportunity and push the organization back toward the status-quo which ensures that the crisis will return in force. The study of crisis leadership has become more important since the dawn of the new millennium because leaders in all areas face differing degrees of crisis in their daily work life. This emphasis on crisis leadership has spawned many books and academic journal articles which has resulted in a wide-ranging body of work from which we have divined the three stages of crisis and six strategies crucial for organizational success. These strategies are illustrated with examples of crisis leadership and how leaders saved their organization and tailored them for long-term significance.
Examining the Mechanism for the Transferability of Leadership Elements to Students: The Case of the Catholic University Institute of Buea (CUIB)  [PDF]
Maurice Ayuketang Nso
Open Journal of Leadership (OJL) , 2018, DOI: 10.4236/ojl.2018.72009
Abstract: This paper recommends what could be a standard definition for the word “leadership”, as it found out that there has been no standard way for defining leadership, and that others have defined leadership based on the leadership elements a leader has but failed to rethink that one could be a bad leader and as such the leadership elements could not be transferred (passed on) to heirs for the simple reason that no one likes bad things.
Improving Project Change Management Using Leadership Spirit  [PDF]
Hamid Shafaei Bejestani
iBusiness (IB) , 2011, DOI: 10.4236/ib.2011.33040
Abstract: Projects seldom run exactly according to their plans due to changes. However, project deliverables must be provided on-time and on-budget, either by rejecting changes or by converting their threats to opportunities. To achieve this, project team should be kept ready to control changes. In this issue, leadership is an effective spirit for a project manager to keep his/her project team in its best condition for rejecting changes, or getting back on track, or earning benefits from changes. A project leader is more successful than a project manager in change management.
Leading as Jesus Led: Christ Models of Leadership  [PDF]
Gabriel Kofi Boahen Nsiah
Open Journal of Leadership (OJL) , 2013, DOI: 10.4236/ojl.2013.24016
Abstract:

Good leadership is a challenge in most institutions and organizations in our world. This problem emanates from having the right people to lead in such institutions and organizations. People have assumed leadership responsibilities by virtue of the positions they occupy but they do not have the requisite leadership training for that position. Others also have looked up to certain individuals who have their own challenges. The problem of leadership in our world therefore calls for studies in finding solutions to the problems. In view of this, Jesus Christ, the greatest leader ever lived, is brought into perspective. Christ leadership models will inform all leaders as to what it takes to be a true leader. If these models are adopted, it will help improve leadership skills in all institutions and organizations.


The Review of Empowerment Leadership  [PDF]
Yingying Liu
Open Journal of Business and Management (OJBM) , 2015, DOI: 10.4236/ojbm.2015.34049
Abstract: First, the paper starts with the meaning of power and empowerment and discusses the concept of empowering leadership. It summarizes the constructs and measuring instruments of empowering leadership by literature analysis. Second, on the basis of empirical researches, it analyzes the antecedents and effectiveness as well as intervening factors. Finally, it points out the limitations of current researches and some prospects for the future research.
Dysfunctional Organization: The Leadership Factor  [PDF]
Daniel S. Alemu
Open Journal of Leadership (OJL) , 2016, DOI: 10.4236/ojl.2016.51001
Abstract: In an extension of studies on dysfunctional organizations, vis-à-vis leadership, the current research examines leaders of dysfunctional and functional organizations in view of the functions of leadership. Sixteen variables related to leadership functions were tested to examine the relationship between leadership and organizational level of functionality and the differences between the characteristics of leaders of functional and dysfunctional organizations. A strong positive correlation was found between effective leadership and organizational level of functionality and a statistically significant difference was found between the characteristics of leaders of functional and dysfunctional organizations.
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