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In hyperkontingenten Gesellschaften geraten sogar soziale Organisationen unter den Druck der Kontingenz. Das macht es schwieriger für sie, mit den Kontingenzen ihrer Kunden und Klienten umzugehen. Hier kann Contingency Mastering helfen. Hierzu bedarf es (1) Leadership und (2) geeigneter Management-Instrumente. Ein solches Instrument ist die Balanced Scorecard. Mit ihr ist es möglich, die besonderen Fähigkeiten von Religion zur Neutralisierung von Kontingenz einzusetzen. (ICEÜbers)

This study aimed to understand how leadership effectiveness of the trainer in a leadership development program can influence emerging leaders' development and effectiveness. We hypothesized that the trainer's leadership effectiveness would be a boundary condition. In this two year longitudinal field study, military cadets' leadership effectiveness from their emergence as informal peer leaders during basic training through the officer training course (OTC) to their formal leadership roles as active duty officers was followed. The sample included 854 cadets and their 72 trainers. We found that cadets' effectiveness during OTC mediated the relationship between informal leadership emergence during basic training and their subsequent effectiveness as formal leaders. Furthermore, trainers' effectiveness moderated the relationship between cadets' informal leadership emergence and effectiveness in OTC. Results indicate that informal emerging leaders are more likely to develop into highly effective formal leaders when supervised by effective trainers. Theoretical and applied implications are discussed.

Great leadership isn't a mystery. It is a skill that can be learned. Packed with practical, proven methods, this indispensable little guide will help you unlock your leadership potential.

This text presents a new way for scholars and graduate students to examine and explore leadership. Differing from a psychological approach to leadership which tries to get inside the heads of leaders and employees, the text focuses on the social or communicative aspects between them

Leadership is the activity to influences others in order to guide them towards a certain goal (Miftah Thoha, 2013; 121). A leader is someone with capabilities and advantages so that they can influences and guides others to work together for a similar goal. Political leadership covers a wide range of topics due to how a country are constituted by structures designed to run it. Transactional leadership occurs because by default leadership is a form of social control between the leader and its subordinates. Transactional leadership or often called transactional politics has become its own problem. A normal kind of leadership when applied on other fields might become biased and pose a certain problem in the political sphere. Transactional politics can be hard to avoid especially in a presidential government system which involves multiple political parties. Transactional leadership is the kind of leadership modeled to attain a certain goal by giving rewards as well as guiding and controlling the subordinates so that they can work effectively and efficiently. It also focuses more on inter individual transaction, between the members and its managers.

Praise for The Center for Creative LeadershipHandbook of Leadership Development "The most authoritative, comprehensive, and practical source for developing leadership capability in any organization. The handbook integrates the very best of theory and practice, and serves as a valuable road map to creating a foundation of systemic leadership excellence, now and for the future."-Thomas J. Griffin, vice president, organizational learning and chief teaching officer, U.S. Cellular "Only from the Center for Creative Leadership could we expect to see such a rich, authoritative, and actionable set of

Pulitzer Prize-winning historian James MacGregor Burns's definitive look at the power of transformational leadership, from Moses to Machiavelli to Martin Luther King Jr.Historian and political scientist James MacGregor Burns has spent much of his career documenting the use and misuse of power by leaders throughout history. In this groundbreaking study, Burns examines the qualities that make certain leaders-in America and elsewhere-succeed as transformative figures. Through insightful anecdotes and historical analysis, Burns scrutinizes the charisma, vision, and persuasive power of individuals

Item 354 ; S/N 008-027-00003-0 ; "1 May 1985"--P. x. ; Includes bibliographies and index. ; Mode of access: Internet.

ABSTRACT Until recently the word leadership did not feature very much in management literature.The emphasis was on authority, reporting and formal procedures to be followed. Leadership was seen as something that the military and politicians were engaged in.But today it is different. Books on this subject are being sold in the market, industrialists are hailed as great leaders besides the military and political leaders, leadership subject is being thought even in the MBA programmes. Why has all this happened? · There has been a change in the business environment. When the situation is relatively stable, the need to arouse enthusiasm, to energise people, to persuade them to give up old ideas and working practices is less. Management is usually adequate when things are routine and predictable but when the organisation is in trouble and needs a radical change then leadership is called for.· Case studies of firms which were very successful in a consistent way for many years, shows that success has been achieved with the effective leadership from the top exercised by either the founders or chief executives.· It has been examined that leadership does make a difference to the performance of individuals, groups and organisations. It does so at the individual level by creating commitments not by the use of formal authority alone. Committed people are inspired, enthusiastic, dedicated and energised. Leadership also improves the performance of groups by team-building and collective achievements.

Today's public and private business leaders and leaders of our Armed Forces are faced withchallenges that require leadership that is capable of tackling and solving complex problems andissues, with collective, collaborative, timely effective, and innovative solutions. This set of challengesrequires leadership that spans the spectrum of leadership theories, traits, and stylistic approaches thatis very adaptive, yet direct in nature. This type of leadership is defined as 'adaptive leadership' and is astyle of leadership that is developing into a new theory of its own, evolving from situational,transformational, contingency, and complexity theories, as described by Nastanski, (2002), beingfurther refined by leadership theorists such as Heifetz (2004), Yukl,(2002) and Lepsinger (2006), andBennis (2003), who are pioneering adaptive leadership approaches into the practicality of today'sworkplace. A recent study conducted, entitled: "Adaptive Leadership: Leadership Theory or TheoreticalDerivative" analyzed, synthesized, and evaluated the legitimacy of adaptive leadership as a leadershiptheory, and provided conclusive results determining whether or not adaptive leadership is a leadershiptheory or simply a theoretical derivative from other leadership theories such as situational,transactional, transformational, contingency, or complexity theories.