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Autor: Grafiati

Data publikacji: 7 lipca 2024

Data aktualizacji: 7 lipca 2024

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1

1952-, Tremblay Jacques, red. Règles et stratégies pour exercer un leadership efficace, ou, L'art d'influencer sans remords! en comité, en réunion, en conseil d'administration. Montréal, Qué: Libre Expression, 1988.

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author, Largue Robin, red. How to lead teachers to become great: It's all about student learning. Gulf Breeze, FL: Fire Starter Publishing, 2009.

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Dimmock, Clive A. J. The efficacy of school leadership: Why we expect too much. Jolimont, Vic: Centre for Strategic Education, 2007.

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Secretan, Lance H. K. The spark, the flame, and the torch: Twelve reflections that will help you discover a fresh sense of ... Caledon, Ont: Secretan Center, 2010.

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Gordon, Thomas. Leaders efficaces: Communication et performance en équipe. [Montréal]: Le Jour, 1995.

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Martin, Robertson. Your 60 minute business transformation: Save yourself blood, sweat and tears. Scotland]: [publisher not identified], 2014.

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Egan, Gerard. Adding value: A systematic guide to business-driven management and leadership. San Francisco: Jossey-Bass, 1993.

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8

International, Conference on Transformation of Higher Education Management and Leadership for Efficacy in Africa (2001 Nairobi Kenya). Abstracts of the International Conference on Transformation of Higher Education Management and Leadership for Efficacy in Africa: November 12-16, 2001. Nairobi, Kenya: The University, 2001.

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9

Dan, Baker. What happy companies know. Upper Saddle River, NJ: Pearson Education, 2006.

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Dan, Baker. What Happy Companies Know. Upper Saddle River: Pearson Education, 2007.

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11

Albert, E. ric. Managers, faites-en moins ! Paris: Eyrolles-E d. d'Organisation, 2007.

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Dess, Gregory G. Beyond productivity: How leading companies achieve superior performance by leveraging their human capital. New York: American Management Ass., 1999.

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Paton, Rob. Managing and measuring social enterprises. London: Sage Publications, 2002.

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Paton, Rob. Managing and measuring social enterprises. London: Sage Publications, 2003.

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15

Børge, Obel, i Keeshan Nancy, red. Strategic organizational diagnosis and design: Developing theory for application. Boston: Kluwer Academic Publishers, 1995.

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Burton, Richard M. Strategic organizational diagnosis and design: The dynamics of fit. Wyd. 3. Boston: Kluwer, 2004.

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Burton, Richard M. Strategic organizational diagnosis and design: Developing theory for application. Wyd. 2. Boston, Mass: Kluwer Academic Publishers, 1998.

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Burton, Richard M. Strategic organizational diagnosis and design: The dynamics of fit. Wyd. 3. Boston MA: Kluwer Academic, 2003.

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19

PRTTERS, Saim. Leadership Efficace: Leadership Competente Significa un Dipartimento in Corso. Independently Published, 2022.

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20

ROSENBLATT, François. TOP 50 des Qualités du LEADER EFFICACE: Les Ateliers du Leadership. Independently Published, 2017.

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21

Mutay, Nelly Tshela, i Gabrielle Chenge Borasisi. Développement Personnel: Connaissance de Soi Point de départ d'un Leadership Efficace. Independently Published, 2021.

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22

L’intelligence émotionnelle en leadership Devenez un leader plus efficace et épanoui. Bookboon.com, 2013.

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23

Kohlhof, Christian, Jean-François Caillard, Leonie Schulze-Bölling, Aline Raynal i Andy Haines. Chief of Anything: En Quoi un Leadership Serein et Efficace Rend le Monde Meilleur. Independently Published, 2021.

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Jean-Gilles, Jude. Leadership Stratégique: Comment Devenir un Leader Efficace et Humain, Même Si Vous êtes un Extraterrestre ? Independently Published, 2019.

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25

Raymond, Georges. Coaching : les 7 Lois du Coaching : Guide Simple and Efficace Pour développer des Compétences de Leader Qui Prédira le Succès de Votre équipe : (leadership ,development Personnel,motivation,réussite,). Independently Published, 2019.

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26

Normore, Anthony H., i Nancy Erbe, red. Collective Efficacy: Interdisciplinary Perspectives on International Leadership. Emerald Group Publishing Limited, 2013. http://dx.doi.org/10.1108/s1479-3660(2013)20.

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27

Goddard, Roger D., i Serena J. Salloum. Collective Efficacy Beliefs, Organizational Excellence, and Leadership. Oxford University Press, 2011. http://dx.doi.org/10.1093/oxfordhb/9780199734610.013.0048.

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Erbe, Nancy, i Anthony H. Normore. Collective Efficacy: Interdisciplinary Perspectives on International Leadership. Emerald Publishing Limited, 2013.

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DeWitt, Peter M. Collective Leader Efficacy: Strengthening Instructional Leadership Teams. Corwin, 2021.

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Erbe, Nancy, i Anthony H. Normore. Collective Efficacy: Interdisciplinary Perspectives on International Leadership. Emerald Publishing Limited, 2013.

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31

Veech, David. Leadersights: Creating Great Leaders Who Create Great Workplaces. Productivity Press, 2017.

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Veech, David. Leadersights: Creating Great Leaders Who Create Great Workplaces. Productivity Press, 2017.

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Veech, David. Leadersights: Creating Great Leaders Who Create Great Workplaces. Productivity Press, 2017.

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Veech, David. Leadersights: Creating Great Leaders Who Create Great Workplaces. Taylor & Francis Group, 2017.

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35

Blanes, Joaquín Gómez. Efficacia Ed Efficienza Di una Leadership Etica. Lulu Press, Inc., 2013.

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36

J. H. P. M Caron, Bernd Horn i Roch Legault. Leadership Militaire Canadien Francais: Continuite, Efficacite, et Loyaute. Dundurn Press, 2007.

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J. H. P. M Caron, Bernd Horn i Roch Legault. Leadership Militaire Canadien Francais: Continuite, Efficacite, et Loyaute. Dundurn Press, 2007.

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J.H.P.M Caron (Foreword), Roch Legault (Editor) i Bernd Horn (Editor), red. Le leadership militaire canadien francais: Continuite, Efficacite, et Loyaute. Dundurn Press, 2007.

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39

Wiborg, Erica R., Kathy L. Guthrie i Cameron C. Beatty. Engaging in the Leadership Process: Identity, Capacity, and Efficacy for College Students. Information Age Publishing, Incorporated, 2021.

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40

Wiborg, Erica R., Kathy L. Guthrie i Cameron C. Beatty. Engaging in the Leadership Process: Identity, Capacity, and Efficacy for College Students. Information Age Publishing, Incorporated, 2021.

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41

Jordan, Jenna. Leadership Decapitation. Stanford University Press, 2019. http://dx.doi.org/10.11126/stanford/9781503608245.001.0001.

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Does leadership targeting work? This question lies at the heart of studies on the efficacy of counterterrorism policy. This book examines whether killing or arresting terrorists is an effective means by which to weaken and degrade a group’s operational capacity. It aims to identify and explain why decapitation works in some cases and not in others. In order to determine whether decapitation is an effective strategy, this project examines nearly one thousand instances of leadership targeting. A group’s susceptibility to leadership targeting is a function of three factors: organizational structure, communal support, and group type or ideology. Leadership decapitation is unlikely to result in the demise of groups that are highly bureaucratized, have high levels of communal support, or are driven by a religious or separatist ideology. Leaders matter less under these conditions, and their removal can have adverse consequences, such as retaliatory attacks or an overall increase in the frequency of attacks. The data reveals that the largest and oldest organizations are highly resistant to destabilization after targeting. Separatist, religious, and especially Islamist groups are unlikely to weaken after the removal of their leaders. In order to develop counterterrorism policies that will degrade and weaken terrorist organizations, it is essential to identify whether our policies are likely to be effective or to have adverse consequences. The book examines the cases of Hamas, al-Qaeda, Shining Path, and ISIS to understand how organizational structure, local support, and ideology contributes to their resilience in the face of repeated leadership attacks.

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42

Lennon, Tiffani. Recognizing Women’s Leadership. ABC-CLIO, LLC, 2014. http://dx.doi.org/10.5040/9798216005957.

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According to recent data on women leaders across all major sectors in the United States, women are outperforming men but earning less and still hitting the glass ceiling. This book uncovers the best practices to remedy these inequities, optimize performance, and benefit both genders. In compiling and analyzing 2011–2012 data on women leaders across all major sectors in the United States, author Tiffani Lennon, JD, uncovered proof that women are outperforming men–yet salaries and positional leadership roles are disproportionate to the performance and accomplishments of women in nearly all sectors. Recognizing Women's Leadership: Strategies and Best Practices for Employing Excellence presents a comprehensive look at agencies and organizations with the smallest pay gap and the largest percentage of female positional leaders to reveal best practices and strategies that ensure gender parity and optimal business performance, including impact, revenue, and efficacy. The study examined in this book included approximately 1,500 for-profit companies, not-for-profit businesses, and other organizations and associations throughout the country to establish the number of women leaders among the top echelon in each industry. Researchers also calculated leadership performance by identifying the frequency with which women received industry distinctions and awards, were top revenue generators, and achieved best-sellers list status, among other sector-specific criteria. The ramifications of the study's findings portend the future of the United States as a global competitor and as such need to be part of the public discourse surrounding the state of the American economy.

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43

Mascall, Matthew Blair. Leaders helping teachers helping students: The role of transformational leaders in building teacher efficacy. 2003.

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44

Chernyshenko, Olexander S., Kim-Yin Chan, Ringo Ho Moon-Ho, Marilyn Uy i Emma Yoke Loo Sam. Entrepreneurial, Professional, and Leadership Career Aspiration Survey. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780199373222.003.0007.

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This chapter describes a new measure of career aspirations designed to be relevant in today’s work contexts. The measure was initially implemented at Nanyang Technological University as a university-wide student survey to enable the university to understand the entrepreneurial motivation, efficacy, and intentions (collectively called “career aspirations”) of its students, relative to their professional and leadership career aspirations. What began as a survey to guide the university’s student development policy is evolving into a tool to provide students with career developmental feedback on their entrepreneurial, professional, and leadership career aspirations. This research indicates that such an approach may be increasingly relevant in a more boundaryless 21st century career context, which demands greater career adaptability over career maturity. This chapter also discusses how the assessment may be used as part of educational course/program evaluation in the university.

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Fisher, Douglas, Nancy Frey i Rebecca L. Stinson. Leading Unstoppable Learning: Boost Leadership Efficacy and Create a School Climate in Which Teachers Manage Positive Classroom Environments. Solution Tree, 2017.

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46

Lakomski, Gabriele. Managing without Leadership: Towards a Theory of Organizational Functioning. Elsevier Science, 2005.

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Lakomski, Gabriele. Managing without Leadership: Towards a Theory of Organizational Functioning. Elsevier Science, 2005.

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Bynander, Fredrik, i Pär Daléus. Swedish Coalition Governments and the Quest for Re-election. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198783848.003.0010.

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This chapter is a comparison of the leadership capital formation process of two Moderate party prime ministers, Carl Bildt and Fredrik Reinfeldt. Their government formation challenges were similar but their strategies differed and the ultimate outcomes—electoral defeat for Bildt and re-election for Reinfeldt—suggest superior “capital management” in the latter case. The findings, however, show that the ability to maintain support for the entire coalition is core for electoral success, and that this task is paradoxical for a leader of both a government and the senior coalition partner. Also, capitalizing on major events during the term in office is crucial as illustrated by the similar exposure to financial crises by the two governments and the relative success of the Reinfeldt government in exhibiting strength and efficacy under pressure.

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Jordan, Peter J., Neal M. Ashkanasy i Catherine S. Daus. Emotional Intelligence: Rhetoric or Reality? Redaktorzy Susan Cartwright i Cary L. Cooper. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199234738.003.0003.

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The construct of emotional intelligence is confusing, and emotional intelligence researchers must “seem mad” to be embroiled in debate. To be sure, emotional intelligence has been one of the more controversial constructs to be considered in personnel psychology. There have been wide-ranging and substantial claims about the potential of emotional intelligence in predicting a broad range of workplace behavior. This article assesses the efficacy of the emotional intelligence construct by examining variables that have an impact at the organizational level. In particular, it examines the impact of emotional intelligence on prosocial behaviors, antisocial behaviors, and leadership. This article concludes with some recommendations for advancing research into emotional intelligence in the area of personnel psychology, and in particular, it comments on the need for emotional intelligence research to be extended to cover macro-organizational variables such as culture and climate.

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Abrahams, Frank, Anthony Rafaniello, Jason Vodicka, David Westawski i John Wilson. Going Green. Redaktorzy Frank Abrahams i Paul D. Head. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780199373369.013.4.

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This chapter describes a collaborative project that studied the applications of Lucy Green’s informal music learning curriculum within the context of high school choral ensembles. For a 12-week period, the conductors of four high school choirs charged students in small groups to copy a Christmas carol of their choice from a recording or to create a new arrangement inspired by the recording without intervention from their conductor. They would perform those carols at a public concert during the December holiday season. The overarching research question addressed the efficacy of informal learning as choral pedagogy to nurture the students’ musicianship in choir. Data consisted of interviews, video recordings, and reflective journals. Results showed a positive impact on group cooperation, peer-directed learning, choral rehearsal strategy, leadership, and personal musical identity. It also served as a catalyst to change perceptions of students and teachers relative to musical skill and ability.

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