The book therefore meanders through concepts, becoming pedantic in areas and autobiographical in others. Ironically the author makes the point that intellectual freedom is the catalyst of excellent leadership. The freedom of seeing time differently across an organization, from the long-term orientation of the leader to the short-term orientation of a manager or supervisor, is downplayed and ignored. Inherent in intellectual independence are the series of decisions as to how one will spend one's time. At a much more fundamental level, how a leader will compensate for wide variations in the perception of time across the organizations they serve also must be taken into account. None of these perspectives are mentioned, despite chapters of the book endorsing ambiguity and the strategy of not making any decision at all. It is a contradiction and paradox that also underscores this books' framework.
Leadership and Emotional Intelligence
The book's focus on the behaviors and perspectives of leaders includes chapters on Artful Listening (Chapter 2) and Follow the Leader (Chapter 9). These areas of leadership styles, specifically embracing transformational leadership and emotional intelligence, are found in Chapter 8, Work for Those Who Work for you and Chapter 9, Being President vs. Doing President. These are two of the better chapters in the book, as the author provides insights into how leadership can in fact be taught. He uses autobiographical examples from running USC and also shows how critical it is for a leader to be transformational in their approach to managing an organization. The role of transformational leadership has been proven to have a strong impact on individual employees' attitudes, commitment, and resulting performance, all centered on trust in the judgment and direction of their leaders (Pieterse, van Knippenberg, Schippers, Stam, 2010). Studies of transformational leaders also indicate they are more accountable, transparent and inspire higher levels of trust over time, thereby making the task of navigating an organization much more effective than if transactional approaches had been used (Liu, Siu, Shi, 2010). The last three chapters of the book bring the role of transformational leadership into a pragmatic context, illustrating how this skill set is essential for leading an organization. The author has examples from USC that show how, in an organization at times unwilling to change,...
Failure to do so and attempting to maintain the 'status quo' in the face of organizational diversity demonstrates immobility within an organization and this reflects greatly on the leadership of the organization. Sample emphasizes that the leader should first and foremost 'listen' and then talk later on. Sample also emphasizes the fact that while experts are useful, the discernment of the individual in the role of leadership is to
Sustainability Phase 3 Discussion Board The article that I have selected is "A framework for vulnerability analysis in sustainability science," by Turner et al. (2003). The authors advocate for a system that allows scientists to fully understand "the consequences of changes taking place in the structure and function of the biosphere." The authors argue that current vulnerability assessments are insufficient, and move the discussion towards an enhanced framework. Sustainability science is defined as
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Table of Contents 1. Titles 2. Topics 3. Outline 4. Abstract 5. Introduction 6. Thesis Statement 7. Body of Essay 8. Conclusion 9. Works Cited Titles Feeling the Heat: Global Warming and Climate Change What Can be Done to Reverse Climate Change? The Arguments For and Against the Anthropogenic Causes of Global Warming Meltdown: Why Global Warming is Going to Become Even Worse in the Future Recommended Topics International Strategies for Addressing Global Warming Global Warming and Policy Development in the United States The Effects of Global Warming
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