MGMT 310 Quiz 3
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This document contains 25 multiple choice questions covering various management topics including environmental scanning, communication, motivation, group dynamics, and organizational design. The questions assess understanding of concepts like visual perception biases, office gossip, storytelling to reinforce culture, communication channels, group development stages, and controls.
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Running: LEADERSHIP DEVELOPMENT PLAN 1
LEADERSHIP DEVELOPMENT PLAN 16
Leadership Development Plan
MBA6026
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Shermanda Green
Leadership Development Plan
Introduction
In order to develop an ideal global leadership development plan, one has to conceptualize what it will look like in their mind. The global development leadership competence curriculum that has to be developed must be one which is unique to my needs as an individual (Abbasiyannejad & Silong, 2015). It must be one that indicates my vision and mission in leadership and my main competencies in leadership. It is not easy for one to determine his/her competency in leadership without having a great technique to do so. There are some people who have relied upon computerized programs to come up with a description of their competencies, this might not be the best method yet. In this paper, I have made use of Gardner’s five minds to determine my areas of strength and weakness.
After development of the Gardner’s five minds, the paper has proceeded to create the personal leadership development plan based on the leadership concern of the future. The main concerns for leadership in future include the following main areas; human resources management, social media, ecommerce and technology. These are important areas that have been aligned to my vision of leadership that is based upon management of diversity and change in an organization. This paper contends that it may not be easy for a leader to operate well without having a mastery of how best the above four areas can be managed.
The concerns that the global arena of leaders have at the moment is transformational leadership which is aimed at no only improving the relational type of management but ascertaining the future of organizations. Therefore, in the current world leadership has just stood as an entity that people possessing leadership characteristics are selected randomly and put in a position of leadership without a proper understanding of who they really are and what they can promise. There are failures that are brought about by the failure of the leadership characteristics that organizations have put so much hope because of the kind of leaders that they place in top positions. Leadership is not based on the amount of time someone can use to complete a task but how far can a person go deep in desiring to rid errors while in the process of executing the directive of a task which will give them a true shape of how decision making and implementation of projects shall be done in the future.
Global Leadership Concern for the Future
The current global trends that are driving the global leadership agenda is heavily based on the areas of human resources management, technological application in organizations, e-commerce and social media. It will not be easy for one to operate as a global leader without incorporating these trends into their leadership agenda.
In relation to human resources management.
Ldr 531 final exam guide new
http://finishedexams.com/homework_text.php?cat=3822
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LDR 531 FINAL EXAM - LDR 531 FINAL EXAM Questions and Answers | Studentwhiz
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CIPR Inside; Line Manager Comms Report
The successful running of any organisation relies on effective and efficient line manager communication. In autumn 2021, CIPR Inside conducted a deep dive into line manager communication to find out:
• Who supports line manager communication and how important it’s considered to be
• What line managers need in order to communicate effectively
• If effective communication is considered an important leadership skill and business enabler, and whether it is supported as such
Taking internal communication out of its comfort zone
A webinar presented to members on 2 November 2016, Laura Jameson and Nick Leonard presented some top details from the recent research conducted by Ruder Finn
HRM20141013_232513.jpgHRM20141013_232532.jpgHRM978129.docx
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HRM/9781292035482.pdf
9 781292 022284
ISBN 978-1-29202-228-4
B
u
sin
e
ss in
A
ctio
n
B
o
v
e
e
T
h
ill S
ix
th
E
d
itio
n
Business in Action
Courtland L. Bovee John V. Thill
Sixth Edition
Pearson Education Limited
Edinburgh Gate
Harlow
Essex CM20 2JE
England and Associated Companies throughout the world
Visit us on the World Wide Web at: www.pearsoned.co.uk
© Pearson Education Limited 2014
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted
in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the
prior written permission of the publisher or a licence permitting restricted copying in the United Kingdom
issued by the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS.
All trademarks used herein are the property of their respective owners. The use of any trademark
in this text does not vest in the author or publisher any trademark ownership rights in such
trademarks, nor does the use of such trademarks imply any affi liation with or endorsement of this
book by such owners.
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the British Library
Printed in the United States of America
ISBN 10: 1-292-02228-0
ISBN 13: 978-1-292-02228-4
ISBN 10: 1-292-02228-0
ISBN 13: 978-1-292-02228-4
Management Roles, Functions, and Skills
the leading function
Leading is the process of influencing and motivating people to work willingly and effec-
tively toward common goals. Managers with good leadership skills have greater success in
influencing the attitudes and actions of others and motivating employees to put forth their
best performance.
All managers have to be effective leaders to be successful, but management and leader-
ship are not the same thing. One way to distinguish between the two is to view manage-
ment as the rational, intellectual, and practical side of guiding an organization and to view
leadership as the inspirational, visionary, and emotional side. Both management and lead-
ership involve the use of power, but management involves position power (so called since
it stems from the individual’s position in the organization), whereas leadership involves
personal power (which stems from a person’s own unique attributes, such as expertise or
charisma).17
Successful leaders tend to share many of the same traits, but no magical set of personal
qualities automatically destines someone for leadership. Nevertheless, in general, good
leaders possess a balance of several types of intelligence:
• Cognitive intelligence involves reasoning, problem solving,
memorization, and other rational skills. Obviously, leaders
need a sufficient degree of cognitive intelligence to under-
stand and process the information required for planning
and decision making in .
1Running Head Leading and Managing HR Project7Leading a.docx
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Running Head: Leading and Managing HR Project
7
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Introduction
Effective leadership is all about communicating effectively. While hiring a manager, good communication skill is a primary component to put into consideration. Helping a manager to make sure that persuasion, responsibility, creativity, and management of value system as well as providing support and motivation to teams. They should have the power to inspire and convince teams to work extra hard to achieve the targeted goals of the organization. Made possible by effective leading. Sound planning, monitoring and communicating. Effective communication acts as an added advantage for a leader to lead effectively (Armstrong & Michael, 2016). The question, what are the key points managers must keep vividly in their minds while communicating with their teams and suggestions to improve communication to make leadership more effective is a topic of discussion in every organization. Thus, forms the basis of our discussion.
Effective and accurate communication act as an essential factor to grow an efficient and successful leader or manager. To accomplish professional success, managers must be active and convincing communicators. It is very vital for managers and his team to learn how to communicate effectively and to aid in successfully completing projects and enable the organization to achieve success and grow. As if that is not enough, communication allows every employee to share what they have and give their opinions. Good communication yields better understanding and trust among people, empower them to follow core principles and values that their leaders want to inculcate in them (Armstrong & Michael, 2016). Lack or absence of excellent communication leads to failure to reach goals and the overall decline of the organization. Interacting with the team freely, a manager will increase the potential of having the work done in time. Good leaders are always aware that effective communication is obtained through just a single process. It is through listening and speaking that managers are said to have good communication. Managers should hence set aside objective that they must achieve after communicating.
Review and understand the types of project manager power listed and defined in the textbook and select and define any two you feel would be relevant to your current project and explain why. Be specific
There are five types of project power manager; formal or legitimate power, reward power, punishment power, expert power, and relational power. One can have all these powers, but to complete the project, I will need to have at least four of them (Heldman & Kim, 2018). Since am doing my final project on leading and managing the Human Resource project, I will consider expert and reward powers. Formal power will help me to establish my own authority as the lead of the project, while expert power will help me gain .
Where are we where should we be
After surveying 100 communication professionals, we believe there is an important opportunity for communication professionals to engage in a further discussion and exploration with one another to discover practical approaches for advancing the profession.
Post you reflections here to continue the conversation.
3 Critical Steps to Project Management Office (PMO) Development
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
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A project communication plan is a document that provides detailed information on the project that will be executed during the project management phase
Complete the following in your postReflect on the communicati
Complete the following in your post:
Reflect on the communication failures you have witnessed in organizational change efforts, and answer the following:
· What was communication failure?
· What communication needs were not met?
· What was the result of these failures in communication?
· What needed to be done to correct this problem?
Submission:
Answer each question. Ensure you post the questions and then respond under the questions. (Copy questions and discussion item into your response and make each a header)
ADDITIONAL READING:
Getting the Vision Right
Much has been written about the importance of vision in leadership and specifically in organizational change efforts (Kotter, 2012), the idea being that clarity of this vision will become an aligning and galvanizing force, driving efforts and resources toward the needed change. There is some truth to this, but it is an incomplete truth.
It is too easy for a leader to run into a “blind spot” with his or her own vision alone. The vast majority of leaders are better served engaging their upper-level and mid-level teams for the feedback needed to avoid that type of “blind spot” problem. Vision is only as good as the problems it effectively addresses and the future it can bring to the organization. It is only as good as the future positioning that it creates for the organization to maximize its strengths, minimize its weaknesses, take advantage of opportunities that arise from this new position, and alleviate threats to organizational survival and success.
In a real sense, vision is about belief in a targeted future. So how do leaders miraculously attain this perfect vision? The answer is they do not, at least they do not do it effectively alone, although many leaders mistakenly act alone. Good vision gets built over time. It includes understanding the need and pain in the current organizational environment, coupled with monitoring the external environment for trends, new technologies, new processes, new markets, customer need, new opportunities, an expected future with clarity about the organization’s role in that future, and so forth. The list is large and growing every day, so good leaders must be prudent in developing accurate feedback loops to stay informed in order to have the knowledge base needed to develop an effective vision. In addition to this knowledge base, the vision cannot be created in a vacuum, meaning the leader develops the vision and everyone else implements it. A good vision will need to stand up to intense and difficult critical scrutiny from knowledgeable individuals in multiple areas, and good leaders will want this scrutiny and not avoid it or use their power to keep it from occurring, because this critical reflection and scrutiny of the vision coupled with the dialogue of knowledgeable individuals from various areas covers “blind spots” and ensures that the vision developed and the strategy to get there are evidence-based, and not wishful thinking.
The bottom line ...
Lessons Learned: Confessions of a Project Manager - Volume 1
33 Articles and writings from internationally sought after author, speaker, and radio host Rick A. Morris. One of the most recommended on LinkedIn!
The work of HR part two the flow ofinformation and work.docx
The work of HR part two: the flow of
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of corporate
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STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
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HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
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Transport for London’s
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DEPARTMENTS
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Creating a business-focused IT function
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global society
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by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
Running Head: BIOLOGY LAB LABORATORY Biology Lab Practical
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Introduction
In order to develop an ideal global leadership development plan, one has to conceptualize what it will look like in their mind. The global development leadership competence curriculum that has to be developed must be one which is unique to my needs as an individual (Abbasiyannejad & Silong, 2015). It must be one that indicates my vision and mission in leadership and my main competencies in leadership. It is not easy for one to determine his/her competency in leadership without having a great technique to do so. There are some people who have relied upon computerized programs to come up with a description of their competencies, this might not be the best method yet. In this paper, I have made use of Gardner’s five minds to determine my areas of strength and weakness.
After development of the Gardner’s five minds, the paper has proceeded to create the personal leadership development plan based on the leadership concern of the future. The main concerns for leadership in future include the following main areas; human resources management, social media, ecommerce and technology. These are important areas that have been aligned to my vision of leadership that is based upon management of diversity and change in an organization. This paper contends that it may not be easy for a leader to operate well without having a mastery of how best the above four areas can be managed.
The concerns that the global arena of leaders have at the moment is transformational leadership which is aimed at no only improving the relational type of management but ascertaining the future of organizations. Therefore, in the current world leadership has just stood as an entity that people possessing leadership characteristics are selected randomly and put in a position of leadership without a proper understanding of who they really are and what they can promise. There are failures that are brought about by the failure of the leadership characteristics that organizations have put so much hope because of the kind of leaders that they place in top positions. Leadership is not based on the amount of time someone can use to complete a task but how far can a person go deep in desiring to rid errors while in the process of executing the directive of a task which will give them a true shape of how decision making and implementation of projects shall be done in the future.
Global Leadership Concern for the Future
The current global trends that are driving the global leadership agenda is heavily based on the areas of human resources management, technological application in organizations, e-commerce and social media. It will not be easy for one to operate as a global leader without incorporating these trends into their leadership agenda.
In relation to human resources management.
Ldr 531 final exam guide new
http://finishedexams.com/homework_text.php?cat=3822
Immediate access to solutions for ENTIRE COURSES, FINAL EXAMS and HOMEWORKS “RATED A+" - Without Registration!
LDR 531 FINAL EXAM - LDR 531 FINAL EXAM Questions and Answers | Studentwhiz
You get here best a student's guide to learn about LDR 531 final exam questions and answers. Your complete guide to LDR 531 organizational leadership final exam.
http://www.studentwhiz.com/Online-Courses/LDR-531/769/
CIPR Inside; Line Manager Comms Report
The successful running of any organisation relies on effective and efficient line manager communication. In autumn 2021, CIPR Inside conducted a deep dive into line manager communication to find out:
• Who supports line manager communication and how important it’s considered to be
• What line managers need in order to communicate effectively
• If effective communication is considered an important leadership skill and business enabler, and whether it is supported as such
Taking internal communication out of its comfort zone
A webinar presented to members on 2 November 2016, Laura Jameson and Nick Leonard presented some top details from the recent research conducted by Ruder Finn
HRM20141013_232513.jpgHRM20141013_232532.jpgHRM978129.docx
HRM/20141013_232513.jpg
HRM/20141013_232532.jpg
HRM/9781292035482.pdf
9 781292 022284
ISBN 978-1-29202-228-4
B
u
sin
e
ss in
A
ctio
n
B
o
v
e
e
T
h
ill S
ix
th
E
d
itio
n
Business in Action
Courtland L. Bovee John V. Thill
Sixth Edition
Pearson Education Limited
Edinburgh Gate
Harlow
Essex CM20 2JE
England and Associated Companies throughout the world
Visit us on the World Wide Web at: www.pearsoned.co.uk
© Pearson Education Limited 2014
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted
in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the
prior written permission of the publisher or a licence permitting restricted copying in the United Kingdom
issued by the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS.
All trademarks used herein are the property of their respective owners. The use of any trademark
in this text does not vest in the author or publisher any trademark ownership rights in such
trademarks, nor does the use of such trademarks imply any affi liation with or endorsement of this
book by such owners.
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the British Library
Printed in the United States of America
ISBN 10: 1-292-02228-0
ISBN 13: 978-1-292-02228-4
ISBN 10: 1-292-02228-0
ISBN 13: 978-1-292-02228-4
Management Roles, Functions, and Skills
the leading function
Leading is the process of influencing and motivating people to work willingly and effec-
tively toward common goals. Managers with good leadership skills have greater success in
influencing the attitudes and actions of others and motivating employees to put forth their
best performance.
All managers have to be effective leaders to be successful, but management and leader-
ship are not the same thing. One way to distinguish between the two is to view manage-
ment as the rational, intellectual, and practical side of guiding an organization and to view
leadership as the inspirational, visionary, and emotional side. Both management and lead-
ership involve the use of power, but management involves position power (so called since
it stems from the individual’s position in the organization), whereas leadership involves
personal power (which stems from a person’s own unique attributes, such as expertise or
charisma).17
Successful leaders tend to share many of the same traits, but no magical set of personal
qualities automatically destines someone for leadership. Nevertheless, in general, good
leaders possess a balance of several types of intelligence:
• Cognitive intelligence involves reasoning, problem solving,
memorization, and other rational skills. Obviously, leaders
need a sufficient degree of cognitive intelligence to under-
stand and process the information required for planning
and decision making in .
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Leading and Managing HR Project
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Introduction
Effective leadership is all about communicating effectively. While hiring a manager, good communication skill is a primary component to put into consideration. Helping a manager to make sure that persuasion, responsibility, creativity, and management of value system as well as providing support and motivation to teams. They should have the power to inspire and convince teams to work extra hard to achieve the targeted goals of the organization. Made possible by effective leading. Sound planning, monitoring and communicating. Effective communication acts as an added advantage for a leader to lead effectively (Armstrong & Michael, 2016). The question, what are the key points managers must keep vividly in their minds while communicating with their teams and suggestions to improve communication to make leadership more effective is a topic of discussion in every organization. Thus, forms the basis of our discussion.
Effective and accurate communication act as an essential factor to grow an efficient and successful leader or manager. To accomplish professional success, managers must be active and convincing communicators. It is very vital for managers and his team to learn how to communicate effectively and to aid in successfully completing projects and enable the organization to achieve success and grow. As if that is not enough, communication allows every employee to share what they have and give their opinions. Good communication yields better understanding and trust among people, empower them to follow core principles and values that their leaders want to inculcate in them (Armstrong & Michael, 2016). Lack or absence of excellent communication leads to failure to reach goals and the overall decline of the organization. Interacting with the team freely, a manager will increase the potential of having the work done in time. Good leaders are always aware that effective communication is obtained through just a single process. It is through listening and speaking that managers are said to have good communication. Managers should hence set aside objective that they must achieve after communicating.
Review and understand the types of project manager power listed and defined in the textbook and select and define any two you feel would be relevant to your current project and explain why. Be specific
There are five types of project power manager; formal or legitimate power, reward power, punishment power, expert power, and relational power. One can have all these powers, but to complete the project, I will need to have at least four of them (Heldman & Kim, 2018). Since am doing my final project on leading and managing the Human Resource project, I will consider expert and reward powers. Formal power will help me to establish my own authority as the lead of the project, while expert power will help me gain .
Where are we where should we be
After surveying 100 communication professionals, we believe there is an important opportunity for communication professionals to engage in a further discussion and exploration with one another to discover practical approaches for advancing the profession.
Post you reflections here to continue the conversation.
3 Critical Steps to Project Management Office (PMO) Development
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
Scrapsweetlife.com seven awesome things you can learn from project communicat...
A project communication plan is a document that provides detailed information on the project that will be executed during the project management phase
Complete the following in your postReflect on the communicati
Complete the following in your post:
Reflect on the communication failures you have witnessed in organizational change efforts, and answer the following:
· What was communication failure?
· What communication needs were not met?
· What was the result of these failures in communication?
· What needed to be done to correct this problem?
Submission:
Answer each question. Ensure you post the questions and then respond under the questions. (Copy questions and discussion item into your response and make each a header)
ADDITIONAL READING:
Getting the Vision Right
Much has been written about the importance of vision in leadership and specifically in organizational change efforts (Kotter, 2012), the idea being that clarity of this vision will become an aligning and galvanizing force, driving efforts and resources toward the needed change. There is some truth to this, but it is an incomplete truth.
It is too easy for a leader to run into a “blind spot” with his or her own vision alone. The vast majority of leaders are better served engaging their upper-level and mid-level teams for the feedback needed to avoid that type of “blind spot” problem. Vision is only as good as the problems it effectively addresses and the future it can bring to the organization. It is only as good as the future positioning that it creates for the organization to maximize its strengths, minimize its weaknesses, take advantage of opportunities that arise from this new position, and alleviate threats to organizational survival and success.
In a real sense, vision is about belief in a targeted future. So how do leaders miraculously attain this perfect vision? The answer is they do not, at least they do not do it effectively alone, although many leaders mistakenly act alone. Good vision gets built over time. It includes understanding the need and pain in the current organizational environment, coupled with monitoring the external environment for trends, new technologies, new processes, new markets, customer need, new opportunities, an expected future with clarity about the organization’s role in that future, and so forth. The list is large and growing every day, so good leaders must be prudent in developing accurate feedback loops to stay informed in order to have the knowledge base needed to develop an effective vision. In addition to this knowledge base, the vision cannot be created in a vacuum, meaning the leader develops the vision and everyone else implements it. A good vision will need to stand up to intense and difficult critical scrutiny from knowledgeable individuals in multiple areas, and good leaders will want this scrutiny and not avoid it or use their power to keep it from occurring, because this critical reflection and scrutiny of the vision coupled with the dialogue of knowledgeable individuals from various areas covers “blind spots” and ensures that the vision developed and the strategy to get there are evidence-based, and not wishful thinking.
The bottom line ...
Lessons Learned: Confessions of a Project Manager - Volume 1
33 Articles and writings from internationally sought after author, speaker, and radio host Rick A. Morris. One of the most recommended on LinkedIn!
The work of HR part two the flow ofinformation and work.docx
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
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