TITLE

Moments of Greatness

AUTHOR(S)
Quinn, Robert E.
PUB. DATE
September 2006
SOURCE
Leadership Excellence Essentials;Sep2006, Vol. 23 Issue 9, p8
SOURCE TYPE
Periodical
DOC. TYPE
Article
ABSTRACT
The article discusses the essence of leadership. Being able to create a performance culture when faced with a significant challenge is translated as entering the state of leadership. One finds the essence of leadership by focusing on results, internal drive, focusing on others and being externally open.
ACCESSION #
22338506

 

Related Articles

  • chapter 1: Leadership and Followership. Valiga, Theresa M.; Grossman, Shiela // Leadership & Management: Theories, Processes & Practice;2007, p3 

    Chapter 1 of the book "Guide to Nursing Leadership and Management: Theories, Processes and Practice" is presented. It offers a distinction between leadership and management and explores the concepts of leadership and followership. A description of several theories relating to leadership is...

  • contingency theory of leadership Psychology.  // Dictionary of Theories;2002, p117 

    The article offers information on contingency theory of leadership. Proposed by the Austrian psychologist Fred Edward Fiedler in 1922, the theory assumes two classifications of leaders, those motivated by the need to accomplish assigned tasks and those motivated by close and supportive relations...

  • Transformational leadership: Do you manage or lead? Tyme, Justine // Pharmaceutical Representative;Sep2006, Vol. 36 Issue 9, p34 

    The article discusses the transformational leadership theory with reference to transactional leadership theory. In the transactional leadership theory, there is the carrot-and-stick approach to motivate the followers. In the transformational leadership, all the people are treated as distinct...

  • CHAPTER 4: Reptilian Excellence. White, B. Joseph; Prywes, Yaron // Nature of Leadership;2006, p53 

    Chapter 4 of the book "The Nature of Leadership" is presented. This chapter describes "The Reptilian excellence," a vital requirement for strong, successful leadership. It stresses that leaders need to be tough because toughness gives their organizations a chance to survive, to set the tone at...

  • CHAPTER 5: Mammalian Excellence. White, B. Joseph; Prywes, Yaron // Nature of Leadership;2006, p89 

    Chapter 5 of the book "The Nature of Leadership" is presented. This chapters describes Mammalian excellence, why successful leaders must be nurturing and what it means to do a great job in the care, feeding, growth and development of people. It also discusses what it means to be a nurturing...

  • The Contingency Manager: Doing What Comes Naturally. Michael, Stephen R. // Management Review;Nov76, Vol. 65 Issue 11, p20 

    Focuses on the concept of contingency management. Motivation and contingency management; Need for managers to be knowledgeable about motivational problems; Alternative explanation and possible solutions on the basis of motivational diagnosis of the problems; Inadequacy of performance resulting...

  • Preparing strategic leaders. Marshall, Andy // Crisis Response Journal;2011, Vol. 7 Issue 1, p8 

    The article focuses on one of the themes addressed by Dr. Patrick Lagadec in his article published in the "Crisis Response Journal." This theme is the specific support for and development of strategic leaders in a crisis in Great Britain. It discusses how the Staffordshire Civil Contingencies...

  • Why Mentoring? Kaye, Beverly; Krakau, Bette // Leadership Excellence Essentials;Jul2011, Vol. 28 Issue 7, p15 

    The article discusses the importance of mentoring in the development of leadership competencies. Included in this set of core leadership competencies are contingency management, coping with ambiguity, and agile strategic leadership. According to the author, the competencies of potential leaders...

  • Managerial Attitudes and Perceived Contingencies Between Performance and Organizational Response. Reitz, H. Joseph // Academy of Management Proceedings (00650668);1971, p227 

    This study has found that among several levels of managers in a particular financial institution, the perceived contingencies between performance and organizational responses were factorable into three components: those involving supportive responses, those involving punitive responses, and...

Share

Read the Article

Courtesy of VIRGINIA BEACH PUBLIC LIBRARY AND SYSTEM

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics