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Practicing Leadership

Author: Alan S Gutterman
Publisher: New York : Business Expert Press, 2019.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:
Practicing Leadership is intended to serve as a guide to basic principles of leadership and begins with an overview of definitions and conceptions of leadership and then continues with discussions of the roles and activities expected from an effective leader; personality traits and attributes which can be learned and perfected by persons that aspire to leadership positions; styles of leadership, which encompass the  Read more...
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Gutterman, Alan S.
Practicing Leadership.
New York : Business Expert Press, ©2019
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Alan S Gutterman
ISBN: 1949991229 9781949991222
OCLC Number: 1090995167
Description: 1 online resource (192 pages)
Contents: Cover; Contents; Preface; Chapter 1: Definitions and Conceptions of Leadership; Chapter 2: Leadership Roles and Activities; Chapter 3: Leadership Traits and Attributes; Chapter 4: Leadership in Developing Countries; About the Author; Index; Adpage; Backcover

Abstract:

Practicing Leadership is intended to serve as a guide to basic principles of leadership and begins with an overview of definitions and conceptions of leadership and then continues with discussions of the roles and activities expected from an effective leader; personality traits and attributes which can be learned and perfected by persons that aspire to leadership positions; styles of leadership, which encompass the strategies used by leaders to engage with their followers and leadership in developing countries. Leadership is a universal phenomenon that has preoccupied scholars, politicians and others for centuries. In the management context leadership has been consistently identified as playing a critical role in the success or failure of organizations and some surveys have pegged almost half of an organization's performance on the quality and effectiveness of its leadership team. Apart from organizational performance, researchers have consistently found a strong correlation between leadership styles and behaviors and the job satisfaction and performance of subordinates. When formal interest in the study of leadership first began in the 19th and early 20th centuries, the so-called "great man" theory, which assumed that certain individual characteristics or traits could be found in leaders but not in non-leaders and that those characteristics could not be developed but must be inherited, was quite popular and many assumed that leaders were simply "born and not made". As time passed, however, the consensus within the community of leadership scholars and consultants shifted significantly to the current working proposition that while some people do indeed appear to be natural leaders from birth it is nonetheless possible for many others with sufficient desire and willpower to develop into a "leader" by following a continuous process of work, self-study, education, training and experience.

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