An administrator examines the war colleges and the joint professional military education institutions and calls on the schools to employ the optimal mix of military and civilian faculty to encourage the rise of new thinking in vital areas and...
This was my attempt to provide some additional perspective to the debate about the relevancy and effectiveness of the war colleges. I wanted to share some insights from having been a student and faculty member in the system of professional military education as well as a faculty member and administrator in non-military settings. I hope it provokes some discussion, especially with regard to policies and procedures relating to the faculty.
Jean Lipman-Blumen is a wonderful person and a world-class scholar. This interview was part of a graduate course where the students prepared the questions and introductions while I played the host. They read her work before the class. We later turned off the lights and camera and engaged in a wonderful dialogue.
Here's a nice summary of some of my thoughts on Toxic Leadership by my friend and ace San Diego Fire Chief, Brian Fennessy. I think he knows my work better than I do. I love it when insights like these cross contexts.
You might be a workaholic if you're watching this from the office while answering emails, eating breakfast, writing a report and listening to a conference call.
The test for workaholism is when the compulsive need to work that interferes with non-work aspects of life. Moving between work and non-work provides a restorative energy flow. Working hard isn't a bad thing, especially if you enjoy what you do. Like most behaviors it is problematic if it has a negative impact on important relationships outside of the workplace.
The humanist strand of management thinking that celebrates teams and collaboration through respect for customers and workers as human beings has a long and distinguished history.
I raise my glass to the humanists. People have always made lousy parts for machine-age organizations. Perhaps the authors of this one are right in that the advent of the information age is bringing new ways of thinking about the role of people in organizations.
i found this interesting. I always appreciate a good graphic as a visual learner. I wouldn't take any of these depictions as particularly accurate, but do see them as valuable for thinking about cultural differences regarding perceptions of leadership in the aggregate.
Government-wide employee data suggest that much more needs to be done to foster innovation within agencies.
Innovation and government bureaucracy are words that do not often appear in the same sentence. The environment is frequently rule-bound and constrained in a way that does not induce creativity. The challenges faced by the public sector, however, do require creativity and innovation for the good of society at large. Determining ways to facilitate creativity and innovation in a bureaucratic structure is a noble endeavor.
What do managers hate to give, do employees hate to get, and doesn't always work anyway, while costing a lot of money?
Best quote in this article: Kevin R. Murphy, an affiliate professor at Colorado State University, described formal performance appraisal systems as a "large-scale, carefully developed system for making people unhappy."
“Live or die, but don’t poison everything.” —Anne Sexton By Elizabeth Stincelli, DM Leadership Behaviors What you, as a leader, do everyday has a ripple effect throughout your organiz...
There is a time and place for almost any leadership behavior. The problem arises when a preferred style is inappropriate for a given situation or context. As an example, there is a time to micromanage as in a crisis or when there is a critical function that needs attention, but it should not be a default setting.
Thinking about legacy can be a good exercise since it recognizes that the organization will continue after you have moved on. The real question is whether it will be better or worse off as the result of your influence.
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