Four-cornered leadership [electronic resource] : a framework for making decisions / John Roland Schultz.
"W. Edwards Deming once stated that the job of management is not supervision but leadership. He also concluded that capable leaders were those who understood and applied the System of Profound Knowledge. This book examines this system and describes competencies that set the stage for its applic...
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Full Text (via Taylor & Francis) |
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| Format: | Electronic eBook |
| Language: | English |
| Published: |
Boca Raton :
CRC Press,
2013.
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| Subjects: |
MARC
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| 100 | 1 | |a Schultz, John Roland, |d 1939- |0 http://id.loc.gov/authorities/names/n2010006426 |1 https://id.oclc.org/worldcat/entity/E39PCjtWpmWrJb8FdJTyfQphpd |1 http://isni.org/isni/0000000075200593 | |
| 245 | 1 | 0 | |a Four-cornered leadership |h [electronic resource] : |b a framework for making decisions / |c John Roland Schultz. |
| 260 | |a Boca Raton : |b CRC Press, |c 2013. | ||
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| 520 | |a "W. Edwards Deming once stated that the job of management is not supervision but leadership. He also concluded that capable leaders were those who understood and applied the System of Profound Knowledge. This book examines this system and describes competencies that set the stage for its application. Illustrating the power relationship between leaders and followers, the book analyzes each of the four elements of the system of profound knowledge in relation to prevailing management and organizational theory. Filled with examples and tables to reinforce key concepts, this book is the perfect guide for anyone trying to achieve sustainable change"-- |c Provided by publisher | ||
| 520 | |a "Preface Is leadership a role or a mind- set? Are there differences that separate leaders from managers? These are questions that frequently arise when people attempt to define leadership. It is a topic that arouses emotions and brings out many competing viewpoints. The opinions offered usually diverge over a continuum, with one end grounded in research and the other in perception. This book is about leadership. It describes a set of competencies that are based on four core principles that convey very different assumptions about people and organizations. Leadership in this case is about action and the knowledge that is gained when ideas are tested through practice. It is knowing how interdependencies affect the system people work in, knowing how variation--the normal difference between process contingencies--affects system stability and instability, knowing how people learn and develop so organizational capability can be increased, and knowing how individual behaviors can be structured and aligned toward the organization's common good. A distinctive way for viewing leadership is presented, one that is based on learning and continual modification in response to prevailing conditions. Goals are accomplished without force. People are brought onboard in a common effort toward shared sacrifice, struggle, and rewards. Effective leadership is the result of practical application. It is recognized and honored after the fact because events have demonstrated an ability to bring about meaningful change"-- |c Provided by publisher | ||
| 504 | |a Includes bibliographical references and index. | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a 1. Leadership defined -- 2. Understand the importance of system interdependencies -- 3. Understand why people behave as they do -- 4. Understand how people learn, develop, and improve -- 5. Understand the variability of work -- 6. Give meaning, purpose, and direction to the job at hand -- 7. Manage the dynamics, interdependencies, and interactions. | |
| 650 | 0 | |a Leadership. |0 http://id.loc.gov/authorities/subjects/sh85075480 | |
| 650 | 0 | |a Decision making. |0 http://id.loc.gov/authorities/subjects/sh85036199 | |
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| 650 | 7 | |a Leadership. |2 fast | |
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