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The 21 Irrefutable Laws of Leadership by John C. Maxwell >> Audiobook <<

 

[][] Book Summary:

 

The “The 21 Irrefutable Laws of Leadership” by John Maxwell has become a leadership classic, found on every leaders bookshelf. John Maxwell is the founder and chairman of The INJOY and a world renowned author of more than 30 books, with more than 7 million copies sold.


1. The Law of the Lid ...

 

2. The Law of Influence ...

 

3. The Law of Process ...

 

4. The Law of Navigation ...


5. The Law of E.F. Hutton ...

 

6. The Law of Solid Ground ...

 

7. The Law of Respect ...

 

8. The Law of Intuition ...

 

9. The Law of Magnetism ...

 

10. The Law of Connection ...

 

11. The Law of the Inner Circle ...


12. The Law of Empowerment ...

 

13. The Law of Reproduction ...

 

14. The Law of Buy-In ...

 

15. The Law of Victory ...

 

16. The Law of the Big Mo ...


17. The Law of Priorities...


18. The Law of Sacrifice ...


19. The Law of Timing ...

 

20. The Law of Explosive Growth ...

 

21. The Law of Legacy ...

 

More:

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http://bit.ly/1dOgF1T

 

 

Note:
NO COPYRIGHT INFRINGEMENT INTENDED ALL CONTENT BELONGS TO THEIR RESPECTIVE OWNERS. THIS IS FOR EDUCATIONAL AND TRANSFORMATIVE PURPOSE.

 

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Leadership Theories (In Chronological Order)

Leadership Theories  (In Chronological Order) | Leadership, Management and EVOLVABILITY | Scoop.it

 

For decades leadership theories have been the source of numerous studies. In reality as well as in practice, many have tried to define what detaches authentic leaders from the mass!

 


Leadership Theories

There as many theories on leadership as there are philosophers, researchers and professors that have studied and ultimately published their leadership theory.

 

A great article to read before diving into the theories is the The Philosophical Foundations of Leadership.

 

Theories are commonly categorized by which aspect is believed to define the leader the most. The most widespread one's are:

 

Great Man Theory (1840s)...



Trait Theory (1930's - 1940's)...



Behavioural Theories (1940's - 1950's)...

Associated Theories

  • The Managerial Grid Model / Leadership Grid.
  • Role Theory.



Contingency Theories (1960's)...

Associated Theories

  • Fiedler's contingency Theory.
  • Hersey-Blanchard Situational Leadership Theory.
  • Path-goal Theory.
  • Vroom-Yetton-Jago decision-making model of leadership.
  • Cognitive Resource Theory.
  • Strategic Contingencies Theory.

 


Transactional leadership Theories (1970's)...

Associated Theories

  • Leader-member Exchange (LMX).



Transformational Leadership Theories (1970s)...

Associated Theories

  • Burns Transformational Leadership Theory.
  • Bass Transformational Leadership Theory.
  • Kouzes and Posner's Leadership Participation Inventory.


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The Art and Science of Leadership: An ♝Iconic Insight♗

The Art and Science of Leadership: An ♝Iconic Insight♗ | Leadership, Management and EVOLVABILITY | Scoop.it


A comprehensive collection of articles and activities for developing leadership skills and knowledge. 


Welcome to The Art and Science of Leadership, a comprehensive collection of articles and activities for developing leadership skills and knowledge. 


Becoming a good leader is not easy, but with learning the correct skills and knowledge, putting them into practice, and adapting them to different situations will put you well on your way. 



♝♗ The guide starts below and is divided into three sections, Basics of Leadership, Team Leadership, and Advanced Leadership Skills. 


♝♗ Also included in this guide is an activities page that allows you to practice some of the concepts in order to develop your skills...


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Mhd.Shadi Khudr's comment, April 12, 4:08 PM
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Mhd.Shadi Khudr's comment, April 15, 10:17 AM
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Mothers For Sustainable Energy

Mothers For Sustainable Energy | Leadership, Management and EVOLVABILITY | Scoop.it



This is a global coalition of mothers formed on behalf of children who cannot vote or make public policy.


The Mothers Project™ humbly accepts the leadership role as a unifying force for mom-created American grassroots organizations, beginning in our country and expanding throughout the globe.


The Mothers Project™ is based on knowledge gained from the scientific community as it informs the detrimental effects of fossil fuel and nuclear power production.


The Mothers Project™ is specifically troubled about effects relating to the physical, developmental and psychological health of children in all nations, from the womb to young adulthood.


The Mothers Project™ works across all segments of society and political parties to organize mothers in an effort to aid all those who have responsibility for the care of children, and whose primary concern is to protect them from harm. 


The information, resources and tools The Mothers Project™ offers shall enable the accomplishment of this goal; in the face of adversity created by the powerful forces of the fossil fuel and nuclear industry, which so often seem so determined to accomplish their goals without regard for those they may harm.


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Bottom-up Leadership for Collaborative Innovation: How to study?

Bottom-up Leadership for Collaborative Innovation: How to study? | Leadership, Management and EVOLVABILITY | Scoop.it


Leadership for collaborative innovations in the public sector is an undifferentiated concept that requires further development.


This article facilitates the production of knowledge of a type of leadership that is made from the bottom up with the focus on gathering horizontal support for profession-based solutions to wicked problems.


The article introduces the framework of Bottom-Up Collaborative Innovation Leadership, defined as the initiation of leadership-making processes from the bottom of the lead organisation by bringing together diverse organisations by influencing strategies of recognition, sense-making and entrepreneurship, with the aim of stabilising the decision-making structures.

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It is argued that the literature so far works with an implicit top-down leadership perspective on collaboration.


It assumes that a public sector lead agency is one:

A. That is consolidated, i.e. is able to make unanimous decisions regarding the scope of the future innovation project, despite divergent intra-organisational interes...


B. That works with a strategic, stable, top-down mandate, thus making it legitimate for a facilitative leader to invite collaborators to participate, in order to innovate on a delineated part of the service ‘production system’.


C. That has decided what the ‘problem’ is and how it is to be dealt with.


These assumptions are problematic when studying collaborative innovations initiated at the bottom of public agencies:

These projects are not born into a consolidated organisational framework – the consolidation is part of the leadership challenge.


They do not have a stable mandate that enables them to launch their innovation project on the proper level of influence – they have an uncertain, negotiable stop-and-go mandate.


Nor have institutional settings been developed that allow for collaborative action because there is no consensus concerning the nature of the problem, often a wicked one...


The claim in this article is that bottom-up innovations therefore demand much more leadership involvement than the facilitative style of its top-down cousin:

The ‘flat’, (or at least levelled), collaboration landscape is not an option for Bottom-up Collaborative Innovation Leadership ( ‘BUCIL’ for short). Instead we have a ‘hilly’ landscape, in which the innovation unit is forced to muster support for its collaborative innovation project by leadership-making through alternative influence channels, conditioned by local social processes of recognition...

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 ... This makes the leadership challenge a facilitative one, allowing room for creativity within the defined frame of implementation.


This leadership approach is a problem when studying collaborative innovation that is bottom up in nature.


We can learn four points from the extensive empirical study by (Borins 2002, Borins 2000) concerning bottom-up innovation, namely that:


1. …’leadership making through informal or alternative leadership structures’ is crucial (Borins 2002:470)...


2. leadership is also required during the process of leadership-making...


3. initiative, perseverance and competence is important to reward, in that these skills are required for bottom-up innovation...


4. bottom-up innovation requires that politicians and top leadership embrace the initiative as their own...

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 Theory: Towards a bottom-up approach to leadership of collaborative innovation in the public sector...


Three key analytical concepts are proposed that make up the profile of BUCIL.


The concepts are inspired by Borins’ four points:


  • Ad points 1+2.:Collaborative leadership-making through relational processes, here conceptualized as leadership emergence through ‘recognition’ (Griffin 2002)...


  • Ad 3.: ‘Entrepreneurship’...


  • Ad 4.: ‘Sense-making’...



In the remainder of this theory section, these concepts will be further explained and related to each other. For now, the rationales behind the concepts are as follows:


- Collaborative leadership-making is crucial in that the bottom-up innovator needs influence through informal channels in order to carry the the innovation project up their own organisational hierarchies and across organisations...


- Entrepreneurship is my conceptualisation of Borins’ notion of ‘bottom-up’...


- Sense-making is a basic social condition in radical change processes (Weick 1995) for being able to deal with the uncertainty of the viability and risk associated with a collaborative innovation project, as described above...



Discussion: epistemology and methodology



Conclusion

The article set out to answer the question: How to study leadership for bottom-up collaborative innovations that seek to deal with wicked problems?

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This leadership-making hinges on whether the innovation unit manages to introduce new, collaborative, organizational themes by the exploitation of the processes of uncertainty.



>> Supportive:

Bottom-Up Leadership: Idealist Adds New Vision For Organizing

http://onforb.es/1f0LvE5



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David Hain's curator insight, March 21, 2:28 AM

A bit academic in parts, but a useful contribution to the collaborative leadership discussion.

donhornsby's curator insight, March 21, 3:33 AM

Leadership for collaborative innovations in the public sector is an undifferentiated concept that requires further development.

Mhd.Shadi Khudr's comment, March 21, 8:40 AM
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It Takes Guts to Lead from the Bottom Up [Note to Sales Leadership]

It Takes Guts to Lead from the Bottom Up [Note to Sales Leadership] | Leadership, Management and EVOLVABILITY | Scoop.it


Do you have the guts to lead from the bottom up?


Does your sales team feel safe coming to you with product problems, market concerns, competitive challenges?


Do you actively solicit the ideas and advice of your front line sales people?


If they tell you quota is too high, do you dismiss them as winers or do you embrace their concern as a real concern of the business.


When sales tells you the price is too high, do you listen with concern that you may be missing something in the market and therefore losing deals, or do you blame sales for not being able to sell?


When sales approaches you with concern about the product not being competitive any longer, do you thank them for identifying it and bring it to your attention or do you assume they don't know how to sell it and that they lack product knowledge?



The commander in the field is always right and the rear echelon is wrong unless proved otherwise.
--Colin Powel



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Mhd.Shadi Khudr's comment, March 17, 4:37 PM
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CHANGING THE WORLD FROM THE BOTTOM UP

CHANGING THE WORLD FROM THE BOTTOM UP | Leadership, Management and EVOLVABILITY | Scoop.it


The challenges of leadership in grassroots social-change organizations (SCOs) are daunting: the task is large, but funding is limited and uneven, and there is often a tension between financial stability and mission accomplishment.


In addition, the aim of serving and empowering excluded groups requires leadership that is not only skilled in a technical sense, but is reflective of and open to the diversity of people and perspectives that exist within the community of service.


Finally, if the work of social change is to continue and progress, there must be ongoing development of new leaders.


How do grassroots social-change organizations manage to address these multiple demands?


This paper draws on data from a study of grassroots social-change organizations in which understanding leadership and leadership transition were motivating research problems.


Following a brief description of the research methods, the authors begin the substantive discussion with a definition of the requirements of leader- ship as reported by those working at different levels in SCOs.


The authors summarize the current leaders’ assessments of their own strengths and weaknesses, and the paths to the positions of formal leadership in these kinds of organizations.


The authors then turn next to the uneven work of leadership development that goes on in SCOs, the processes of succession, and the structural barriers to broadening and diversifying participation in leadership.


The discussion is concluded with findings by examining the benefits and challenges posed by the close link between leadership and mission in SCOs.


The paper ends by highlighting particular features of the leadership challenge facing these organizations and suggests recommendations for strengthening leadership development within this context...



WHAT DOES IT TAKE TO LEAD A SOCIAL-CHANGE ORGANIZATION?

 GUIDING WITH SHARED VISION



In terms of how current leaders developed their capacity for these positions, there were some common themes but also differences, in particular by age."



The opportunities for leadership development are limited by two factors: first, not all staff members are given significant responsibility and second, insufficient attention is paid to coaching or mentoring in several organizations."



 “If the mission of an organization is about direct empowerment and the development of capacity in others, then the conflict between doing the work and developing new talent is lessened.”



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◁▶Innovation Leadership ☛☕☜

◁▶Innovation Leadership ☛☕☜ | Leadership, Management and EVOLVABILITY | Scoop.it


Not long ago, strategy was king. Forecasting, planning and placing smart bets created the power sources within organizations.


The future of a business (or a career) could fit into an established framework or system. If managed well, success would follow. Today, uncertainty is palpable.


Planning for next quarter is a challenge. Even more difficult is committing to decisions that will play out in one to five years.


What is the new process, the innovative product, the game-changing service or the compelling vision?


In the words of one senior executive: “We’ve lost our crystal ball.

 


☛ What leaders need now is Innovation Leadership...

They need it for themselves, as they learn to operate in challenging, unpredictable circumstances.


They also need to create a climate for innovation within organizations. Innovative systems, tools and thinking are essential for organizational health and future viability.

 


Underlying the pressure to adapt — as individuals and organizations — is the need to innovate. But how? 

 



<> Innovation leadership has two components <>

 1- An innovative approach to leadership:

This means to bring new thinking and different actions to how you lead, manage and go about your work...

 

2-  Leadership for innovation:

Leaders must learn how to create an organizational climate where others apply innovative thinking to solve problems and develop new products and services. It is about growing a culture of innovation, not just hiring a few creative outliers....

 


Business thinking vs. innovative thinking

Today’s managers are not lacking ideas, theories or information. They have extraordinary knowledge and expertise. They are skilled practitioners of traditional business thinking.

 


△▲Six innovative thinking skills△▲

✏  Designers ask questions like how do we make something beautiful and usable?


✏  How does it mechanically go together?


✏  How do we reflect the brand?


✏  Leaders ask questions such as, What are we trying to achieve and why?


✏  How do we accomplish our goals?


✏  What people and resources do we need to make it happen?



By weaving together the leadership process with the design process, CCL and Continuum have identified six innovative thinking skills:

◁ Paying Attention…

◁ Personalizing…

◁ Imaging…

◁ Play…

◁ Collaborative…

◁ Inquiry…

◁ Crafting…

 

 

F. Scott Fitzgerald once said, “The test of a first-rate intelligence is the ability to hold two opposing ideas in the mind at the same time and still retain the ability to function.”



Experiment with innovation

 In our work with people across industries, functions, experience and background, we’ve learned that everyone has the ability to develop and use innovative thinking skills:

➹ Reframe the challenge…

➹ Focus on the customer experience...


A deeper understanding of your customer comes from interacting with him or her in his or her real environment.

 

➹ Practice rapid prototyping…

 

 

☕ Leadership for organizational innovation requires ☕

☕ Organizational Encouragement…

☕ Lack of Organizational Impediments…

☕ Leadership Encouragement…

☕ Sufficient Resources…

☕ Realistic Workload…

☕ Freedom…

☕ Challenging…

☕ Work…

☕☕☕ Teamwork and Collaboration…


 

A call for innovation leadership Businesses, institutions and communities are feeling the limits of their standard processes. The added burdens of economic pain and widespread uncertainty have leaders everywhere looking for new ways forward.



Innovative leadership — the use of innovative thinking and the leadership that supports it — is the key to finding what’s new, what’s better and what’s next…

 


Post ImagE: http://bit.ly/1jSH6Xx


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Green Leadership ♣♔♣ ➲➲➲ What Is It? ☕

Green Leadership ♣♔♣ ➲➲➲ What Is It? ☕ | Leadership, Management and EVOLVABILITY | Scoop.it



Politically motivated politicians continue denying man-made climate change and it's devastating harm.


They reject the need for alternative energy sources that could stem the impact of greenhouse gas emissions.


They gasp when hearing the word "sustainability."


They block efforts to deal with these or other significant challenges. Nevertheless, many businesses and even the military are seeking solutions to these threats to our economy, way of life, and our national security.


But creating successful, sustainable practices and policies, and the long-term vision they require is complex.


The above challenges are interwoven with vested interests of those seeking deregulation or new tax laws that enables continued profit for themselves, at the expense of the larger society.


Investment in infrastructure or human capital is ignored...


In this post, Douglas LaBier, Ph.D., Business psychologist and psychotherapist; Director, Center for Progressive Development,

describes what a green leadership mindset consists of.

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➲ Business and Military Organizations Embrace Reality...

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➲ What Is A Green Business Mentality?

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... Its foundation is a personal, internal mindset, one that leads to development and innovation, long-term vision and sustainable practices within the organization itself.


And, that practices social responsibility towards stakeholders and the larger society.


Its core is internal reflection and self-knowledge, which strengthens awareness of interconnection, increases mastery of stress, and stimulates broad perspectives for understanding problems and unpredictable challenges. Some elements include:


♣ Self-examination and self-reflection regarding values and leadership behavior...


♣ Building empathy and compassion...


♣ Working with changing social attitudes and workers' needs....



!! Part 2 describes what it looks like in practice, and how leaders can learn to build it.



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✻ Managers vs Leaders Part II >> Two Sides of the Same Coin?

✻ Managers vs Leaders Part II >> Two Sides of the Same Coin? | Leadership, Management and EVOLVABILITY | Scoop.it

 

The difference between management and leadership has been a subject of debate within the business and academic community for more than fifty years.

 

 

✻✻✻ Leaders lead ✻✻✻ Managers manage ✻✻✻

 

 

This simplistic definition — often paraded around by laymen — ignores the significant overlap between the two roles. Managers, after all, are also leaders, and leadersalso managers.

 

 

So how do you really define the difference between management and leadership?

 

▷ Rethinking Management...

 

 

▷ Leaders vs. Managers: A Brief Rundown...

 

△△ Leaders △△

△ Focus on people

△ Risk tolerant

△ Innovative

△ Visionary

△ Emphasize product/service, not financial results

△ Think long-term

△ Rely on charm and influence

△ Can be dictatorial and authoritative

△ Work for winning, not for money

 

 

▲▲ Managers ▲▲

▲ Focus on processes

▲ Risk averse

▲ Formulistic

▲ Objective

▲ Emphasize the bottom line

▲ Think short-term

▲ Rely on authority and formal position

▲ Are democratic and engaging

▲ Work for rewards – money, fame, or ego.

 

 

Leadership and management are as similar as they are different. Whether you are a startup founder, an experienced serial entrepreneur, a senior vice-president of a Fortune 500 company or an assistant manager of a small business, you need to adopt the qualities of a leader while still following proven managerial processes to become truly effective.

 

 

Highly Enriching:

http://bit.ly/1dY0GyY

http://bit.ly/KVa75h

http://bit.ly/1flFdgx

http://bit.ly/1mHlcn4

http://bit.ly/1ixJ5A0

http://bit.ly/1aygp7z

 

 

Whilst still on the subject, Why not HAVING A LOOK ON:

 

Part I

http://sco.lt/6sQuav

 

and

 

Part III

http://sco.lt/4usC8n

 

 

Post Image: http://bit.ly/1enj0wv

 

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Building an Inclusive Diversity Culture: Principles, Processes and Practice

Building an Inclusive Diversity Culture: Principles, Processes and Practice | Leadership, Management and EVOLVABILITY | Scoop.it

 

Building an Inclusive Diversity Culture: Principles, Processes and Practice In management theory and business practice, the dealing with diversity, especially a diverse workforce, has played a prominent role in recent years.

 

In a globalizing economy companies recognized potential benefits of a multicultural workforce and tried to create more inclusive work environments.

 

However, ‘‘many organizations have been disappointed with the results they have achieved in their efforts to meet the diversity chal- lenge’’ [Cox: 2001, Creating the Multicultural Organization (Jossey-Bass, San Francisco)].

 

... The reason for this in the fact that while much attention has been paid to the strategic dimension of diversity policies, systems, and processes, much less thought has been given to the nor- mative dimension, the norms and values involved.

 

Given the fact that diversity is essentially about cultural norms and values, appropriate reflection work becomes a fun- damental task to create a truly inclusive work environ- ment where people from diverse backgrounds feel respected and recognized.

 

Therefore, we focus in this article on the challenge of building an inclusive diversity culture showing that such a ‘‘culture of inclusion’’ has to be built on solid moral grounds.

 

The authors of this work pesent a conceptual framework of inclusion based on a moral theory of recognition and introduce the founding principles of reciprocal understanding, stand- point plurality and mutual enabling, trust and integrity.

 

After revealing barriers that hinder a culture of inclusion from emerging we shed light on the process of developing such a culture which involves four essential transforma- tional stages:

 

The first phase focuses on raising awareness, building understanding and encouraging reflection.

 

The second phase deals with the development of a vision of inclusion as an important step to define the change direction.

 

In a third phase key management concepts and principles should be re-thought.

 

This leads to the fourth, action-oriented phase, that focuses on an integrated Human...

 

Relations Management (HRM):

A system that helps implement change by doing both, translating the found- ing principles via competencies into observable and measurable behavior and fostering the development, reinforcement and recognition of inclusive behavior.

 

A culture of inclusion and the principle of recognition...

 

Principle of recognition...

 

Reciprocal understanding Standpoint plurality and mutual enabling...

 

Trust Integrity...

 

An intercultural moral point of view...

 

Challenging assumptions and mindsets...

 

Question dominant thinking styles...

 

Challenge hierarchical leadership conceptions...

 

Reveal teamwork barriers...

 

Building a diverse culture of inclusion

 

 

Phase 1: Raising awareness, creating understanding and encouraging reflection...

 

 

Phase 2: Developing a vision of inclusion...

 

 

Phase 3: Rethinking key management concepts and principles Integrative leadership Work-life balance...

 

 

Phase 4: Adapting systems and processes ...

 

Competencies of inclusion...

 

Recruiting...

 

Performance evaluation...

 

Development...

 

Reward and compensation...

 

 

Post Image: http://bit.ly/1kUpU5b

 

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❇ Ten Project Management Pitfalls ☠ to Avoid ✔✔

❇ Ten Project Management Pitfalls ☠ to Avoid ✔✔ | Leadership, Management and EVOLVABILITY | Scoop.it

 

Managers often find themselves placed in the role of project managers (PMs), but they don't have the right skills to succeed at the job. Sometimes they miss critical steps because they lack insight into PM methodology.

 

In the book "Project Management for Non-Project Managers" (Amacom/Available in April), author Jack Ferraro provides insight to guide individuals who are managing projects without PM training find their way. 

 

Ferraro examines 10 classic errors that non-project managers make and offers tips on how to avoid them. 

 

"When functioning managers become project management-aware," Ferraro explains, "they can better participate in project planning sessions ... and recognize when project teams are wasting precious time and resources." 

 

Ferraro is a certified Project Management Professional (PMP) and founder and president of MyProjectAdvisor, a project management consultancy....

 

✺ Working From the EndDon't start with a completion deadline without knowing how long all incremental tasks will take. 

 

✺ No Grand PlanDecision makers must get a clear breakdown of a project plan that demonstrates strategic value and key deliverables.  

 

✺ Muddling AssignmentsAssign and define all roles to eliminate confusion and bottlenecks. 

 

✺ Inviting Traffic OverloadDoing too many projects at once will diminish available resources for all of them. 

 

✺ Borrowing TimeKey team members should avoid working on a project "on loan" from regular duties, or their commitment will be compromised. 

 

✺ Limiting CollaborationProject members should have open access to team member so that ideas can be shared and tasks managed in a timely manner. 

 

✺ Delivering Fuzzy RequirementsResist establishing ambiguous requirements to avoid conflicts over interpretations. 

 

✺ Ignoring the UnexpectedVariables must be anticipated and planned for. 

 

✺ Overplanning Into InertiaPlanning is important, but going overboard on meetings will ensure that nothing gets done. 

 

 

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Mandela’s leadership lessons

Mandela’s leadership lessons | Leadership, Management and EVOLVABILITY | Scoop.it

 

It cannot be overstated just how important Mandela’s leadership was in steering South Africa away from civil war and into a democracy.

 

His particular style of leadership was fuelled by an innate inner strength, a deep sense of self-confidence and years of patience honed in an apartheid jail.

 

The characteristics that define Mandela, who was the right leader at the right time, ­provide clues for all of us on how to manage conflict, deal with enemies and play the long game:

 

 

<> Everyone’s welcome...

 

<> Listen and wait...

 

<> Sometimes though, go it alone...

 

<> First impressions count...

 

<> The media is not the enemy...

 

<> When it’s over, it’s over...

 

 

>> Correlated:

Nelson Mandela set standards which his successors have not been able to live up to...

South Africa’s first post-apartheid leader went out of way to instill respect for democratic institutions:

http://ind.pn/ITeaPu

 

 

>> Bonus:

Nelson Mandela Centre of Memory; Archive Search:

http://sco.lt/4sjXyT

 

 

Post Image: http://bit.ly/19qF2fL

 

Mhd.Shadi Khudr's insight:

 

"Mandela's history and his message should be taught in every school, in every country in the world.
This is a human being who embodies the concept of man at his finest hour..."

                         __Gaby

 

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Mhd.Shadi Khudr's comment, December 9, 2013 12:57 PM
I am grateful for your kind and illuminating words
Estelblau's comment, December 10, 2013 1:31 AM
I am also grateful to have you around ;)!
Mhd.Shadi Khudr's comment, December 10, 2013 8:41 AM
I am the Awakened Man; HOPE is My Dream... Please, accept my hearty thanks for your decency
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8 Common♔Leadership Styles✬

8 Common♔Leadership Styles✬ | Leadership, Management and EVOLVABILITY | Scoop.it

 

If you're leading well, you won't have just one leadership style. You'll mix and match to engage your team and meet your goals.

 

Look over these eight style types to see what you're doing right—and what you might be missing.

 

 

♔ A Winning Formula ♔

There is no such thing as a born leader. Leadership is an acquired attribute that begins early in school and on the playground.

 

Some children develop take-charge attitudes, some make friends fast, while others are happy just to make the team.

 

As time goes on, education, jobs, and life experiences shape a leader's philosophy and psychology. How best to get the job done and work with others?

 

How to set goals and objectives and manage their results?

 

The answers to these questions become a leader's winning formula for success.

 

But over time, a leader may find that her winning formula is not producing the results it used to.

 

New challenges require new leadership skills, behaviors, and ways of communicating.

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.

.

Consider the eight leadership styles outlined here and the real-world leaders who exemplify them.

 

If you are aware of these different ways of leading, you can adapt your style to manage circumstances and advance your intended goals.

 

How do you decide which styles to employ?

 

Read, reflect, and go experiment.

 

1. Charismatic ♔

The Icon: Oprah Winfrey

 

Known all over the word by her first name alone, picks a book to read and makes it a bestseller overnight, runs her own television network, and has more than 14 million Twitter followers.

 

Her word can move the stock market and social issues for the better.

 

✬Behaviors...

✬When to Use It...

✬Impact on Others...

 

 

2. Innovative ♔

The Icon: Richard Branson

Launched his first business at 16, founder of Virgin Group, comprising more than 400 companies in fields ranging from music to space tourism. He recently described his philosophy to Inc. magazine:

 

"Dream big by setting yourself seemingly impossible challenges. You then have to catch up with them."

 

✬Behaviors...

✬When to Use It...

✬Impact on Others...

 

 

3. Command and Control ♔

The Icon: Tom Coughlin

 

Controversial head coach of the New York Giants, a stern taskmaster and disciplinarian who learned to adapt his leadership style to improve his relationships with his team but never lost sight of his goal: winning Super Bowls.

 

✬Behaviors...

✬When to Use It...

✬Impact on Others...

 

 

4. Laissez-Faire ♔

The Icon: Donna Karan

 

Founder of DKNY, built an international fashion empire based on wide appeal to both women and men.

 

Although she has spent less time creating her own designs since 2002, her vision lives on in the work of other designers, inspired by her leadership.

 

✬Behaviors...

✬When to Use It...

✬Impact on Others...

 

 

5. Pace Setter ♔

The Icon: Jeff Bezos

 

Founder of Amazon, set the pace for the boom in e-commerce by creating a transactional interface that every other online merchant copied—the same people who are now following him to the cloud.

 

 

6. Servant ♔

The Icon: Herb Kelleher

 

Cofounder and former CEO of Southwest Airlines, famously said "the business of business is people" and created a company culture that reflects that philosophy.

 

He once took an interior office with no windows rather than encourage the traditional view of an office as a status symbol.

 

✬Behaviors...

✬When to Use It...

✬Impact on Others...

 

 

7. Situational ♔

The Icon: Pat Summitt

 

Former head coach of the University of Tennessee women's basketball team, holds the record as the all-time winningest coach in NCAA history.

 

Even as new players joined her team each year, she maintained a winning record (more than 1,000 victories and eight national championships over 38 years) by adapting her coaching to her young players' skills and needs.

 

✬Behaviors...

✬When to Use It...

✬Impact on Others...

 

 

8. Transformational ♔

The Icons: Ben Cohen and Jerry Greenfield

Turned a $12,000 investment and a correspondence course on ice cream making into a beloved international treat.

 

They adopted a radical business philosophy dedicated to social responsibility and created a business model that allowed members of their customer community to become stockholders.

 

✬Behaviors...

✬When to Use It...

✬Impact on Others...

 

 

 

Post Image: http://bit.ly/1ivGFCr

 

Mhd.Shadi Khudr's insight:

 

Hearty thanks to Rhea Blanken, FASAE, is president of Results Technology, Inc., in Bethesda, Maryland.

 

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Inspiring Leadership Video: Lead Simply™


Lead Simply 


Wonderful for opening or closing your meeting or event, the Lead [simply]™ video can stand on its own as an inspiring introduction to a meaningful discussion or add value to any other theme or topics you might be addressing.  


Written, directed, and narrated by Sam Parker (author of Lead Simply) this video is a thoughtful, high-resolution production that runs about 3 minutes. 


It includes a Leader's Guide with Sam's notes on how to introduce the video to a group. 


If you deepen the experience with the Lead Simply Video Discussion Package, you'll get an expanded and detailed Leader's Guide that can help you introduce and discuss the material in a much bigger way... 



Sam Parker says: http://amzn.to/1qYAAxv


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Mhd.Shadi Khudr's comment, April 16, 3:52 AM
Glad you like it Richard. Please, accept my sincere greeting.
Ricard Lloria's comment, April 16, 8:57 AM
My pleasure Mhd. Shadi , sincerely greetings. Have a great day and week
Estelblau's comment, April 16, 11:54 AM
Big fat kiss for you both and Happy Easter!
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★Leadership Vs Administration... School-laden ✐ Ideation

★Leadership Vs Administration...  School-laden ✐ Ideation | Leadership, Management and EVOLVABILITY | Scoop.it


Administrative theorists describe the essential roles and tasks of administration as planning, organizing, leading and controlling.


Management is also concerned with tasks such as planning, coordinating, directing, defining objectives, supporting the work of others, and evaluating performance. 


Administrators are appointed. They have a legitimate power base and can reward and punish.


Their ability to influence is founded upon the formal authority inherent in their positions. In contrast, leaders may either be appointed or emerge from within a group. 


Leaders can influence other to perform beyond the actions dictated by formal authority.


In this sense, managers/administrators get other people to do, but leaders get other people to want to do. 


Thus a similarity exists between administration and management. However, leadership is the exercise of high-level conceptual skills and decisiveness. 


It is envisioning mission, developing strategy, inspiring people, and changing culture... 



★ SUPER DUPER BONUS: 

Encyclopedia of Educational Leadership and Administration >> on Sage Knowledge

http://bit.ly/1dUwKoh



Post ImagE: http://bit.ly/1fOq4Ug


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Five crucial leadership lessons from a working mother

Five crucial leadership lessons from a working mother | Leadership, Management and EVOLVABILITY | Scoop.it


"I have been an executive director for 10 years, a mother of three, and I have a lifetime of work ahead of me. Five key things have helped me get to where I am today and will continue to guide me in the future"

                                                               __Melissa Kushner


1. Use your gender to your advantage...


2. Be resolute in your decision to be a working mother...


3. Being a mother can make you a better leader...


4. Embrace your strengths and weaknesses...


5. Trust your team (and if you don’t, get a new team)...


When working with a team, keep your eye on the prize. Focus on the final product and don’t get nit-picky about the process...


Everyone has different processes, but what matters is that you’re on the same page about the deliverable.


You can’t micromanage every step of the way – you have to step back and trust your team. Trust me, it can be very liberating.



About Melissa:

Melissa Kushner is the Founder & Executive Director of www.goodsforgood.org. She runs offices in New York City and Lilongwe, Malawi where her small team runs programs with big impact. goods for good supports over 70,000 orphans and children in need. goods for good provides goods and build businesses at community centers, Malawi’s grassroots and sustainable solution to the orphan crisis...



Post ImagE: http://bit.ly/1kPJUTs


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Mhd.Shadi Khudr's comment, March 26, 8:34 AM
All the best
Ricard Lloria's comment, March 26, 8:41 AM
You too Mhd. Shadi. All the best
Mhd.Shadi Khudr's comment, March 26, 8:44 AM
:)
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Conflict Resolution


Watch this video to understand how the Conflict Resolution Model works.


Consider that conflict at all levels is the manifestation of poor leadership and by definition, Conflict Resolution is the leader's responsibility.



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LEADERSHIP IN A COMPLEX ADAPTIVE SYSTEM: INSIGHTS FROM POSITIVE DEVIANCE

LEADERSHIP IN A COMPLEX ADAPTIVE SYSTEM: INSIGHTS FROM POSITIVE DEVIANCE | Leadership, Management and EVOLVABILITY | Scoop.it


What is organizational leadership, and how can it facilitate accomplishment of desirable outcomes?


These questions have spurred much research, generating theories that reflect the conventional wisdom of their time.


More recently there has been new thinking about leadership, including that it can be informal, distributed, and viewed as a process that emerges and reflects the tenets of complexity science (Goldstein, 1994; Stacey, 2007; Uhl- Bien, Marion, & McKelvey, 2007).


Our knowledge of complexity science and leadership suggests that while this literature is of benefit, the next requisite step is investigation of how the process of leadership, and the many tensions leaders must negotiate, unfolds to influence self-organization toward beneficial outcomes.


Our case study from Maine Medical Center on the Positive Deviance change process sheds light on leadership in a complex organizational context.


Based on the study, we come to define leadership as the emerging understanding and evolving process of thoughts and actions across individuals, which can influence self-organization toward desirable outcomes.



>> COMPLEXITY SCIENCE AND LEADERSHIP...


>> POSITIVE DEVIANCE AND ITS INFLUENCE IN HEALTHCARE...


>> METHODS...


>> THE MSRA COLLABORATIVE AND LEADERSHIP: EMERGENT THEMES...


     < Anxiety, Attachment, and Relationships...

     > Power Shifts and the Emergence of Leadership...

     < Power Shifts and the Emergence of Leadership...



>> CONCLUSION

The examination of complexity science in the organizational domain has led to new understandings about leadership. Accordingly, leadership is an indirect, catalytic process (Schneider & Somers, 2006) that facilitates productive self-organization, a movement in which activities are reformulated around a common cause (Uhl-Bien et al., 2007).


We hope our case study of the MRSA Collaborative at Maine Medical Center helps illuminate the human and social aspects of organizational leadership in a complex adaptive system.


We also hope our analysis of the case elevates complexity science’s application to leadership from Fry and Kriger’s (2009: 1677) categorization as a contingency theory to their category of “conscious leadership”, in which leadership is based on being aware of self in relation to others.


By having the opportunity to observe the process at MMC, we witnessed how leadership emerges within a maze of emotions, obstacles, paradoxes, power plays, and other challenges.


Those engaged in leadership – from senior executives to front line staff – grew in their awareness of self and others and in the complex issues associated with change.


The vice president of nursing, to whom Cheryl reported, stated she had never seen such rapid development of people.


We also witnessed a decrease in MRSA rates, and a culture of wider staff engagement.


Together these advances inspired a significant medical center wide drive to eliminate transmission of all antibiotic resistant bacteria...


Our study leads to a fuller understanding of the human and leadership dimensions of the PD process. Yet, we are also mindful of limitations regarding insights drawn from the case, which reflect the uniqueness of organizations due in part to their path dependency and the idiosyncratic aspects of the process of emergence.


Still, the collaborative effort of a diverse set of employees combating an adversary in a complex organizational setting offers persuasive evidence regarding what constitutes leadership, and how it can be practiced....



By the By:

http://bit.ly/1eWsZZq



Post ImagE: http://bit.ly/1dTWcVy


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Mhd.Shadi Khudr's comment, March 4, 6:45 AM
Cheers.
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“Principles of Responsible Management”: Glocal Sustainability, Responsibility, and Ethics... A Must Read Resource ⚛

“Principles of Responsible Management”: Glocal Sustainability, Responsibility, and Ethics... A Must Read Resource ⚛ | Leadership, Management and EVOLVABILITY | Scoop.it


After five years of work from idea to publication, the first United Nations Principles for Responsible Management Education (PRME) textbook, “Principles of Responsible Management: Glocal Sustainability, Responsibility, Ethics” is published through Cengage end of 2013.


The book, lead-authored by Oliver Laasch and Roger N. Conaway, answers the urgent need for an applied and comprehensive textbook for responsible management education.


The book is designed to be a main textbook for sustainability, responsibility, and ethics courses at business schools.


Different from most existing textbooks which take an organization-centered perspective,  ”Principles of Responsible Management” pursues a manager-centered  approach and covers the management of sustainability, responsibility, and ethics throughout the main areas of business, from strategy to finance.



> Details:

  • Paperback: 448 pages
  • Publisher: South-Western College Publishing (5 Feb 2014)
  • Language: English
  • ISBN-10: 1285080262
  • ISBN-13: 978-1285080260
  • Product Dimensions: 2.5 x 20.3 x 24.8 cm



Table of Contents:

The book first introduces responsible management basics and the three background domains of responsible management, sustainability, responsibility and ethics.


In a second step these domains are applied on main organizational functions from strategic management to finance.


Part I: Basics.

1. Context: Drivers, Actors, Subjects. 2. Management: Basics and Processes.


Part II: Domains.

3. Sustainability: Managing for the Triple Bottom Line. 4. Responsibility: Managing for Stakeholder Value. 5. Ethics: Managing for Moral Excellence.


Part III: Planning.

6. Strategy: Responsible Competitiveness. 7. Entrepreneurship: Value-Added Ventures.


Part IV: Organizing. 

8. Organization: Responsible Infrastructure. 9. Operations: Responsible Excellence. 10. Supply Chain: Responsible Supply and Demand.


Part V: Leading.

11. Human Resources: HR-RB Symbiosis. 12. Marketing and Communication: Stakeholder Goodwill. 13. International Business and Management: Glocally Responsible Business.


Part VI: Controlling.

14. Accounting and Controlling: Stakeholder Accountability. 15. Finance: Responsible Return on Investment.


More on Oliver Laasch:

http://bit.ly/1l5nNL3

http://amzn.to/1mhHn4W


More on Roger N. Conaway:

http://bit.ly/1my8exc

http://amzn.to/1mhHn4W



Supportive:

http://bit.ly/1p15FCj

http://bit.ly/1nTbCxW


 NOW With Custom Solution http://bit.ly/1nTd3fI

Custom learning materials let you create a digital or print course solution in the style and format best for you and your learners.


Maximize engagement and achieve desired outcomes with the aid of our academic and digital experts, who have years of experience helping instructors customize material to specific course needs...


Mhd.Shadi Khudr's insight:


"This will be an important textbook . . . I would select this for the required textbook for courses I teach."


Such a brilliant, insightful and visionary work!


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➚➚ Three Rules for Innovation Teams

➚➚ Three Rules for Innovation Teams | Leadership, Management and EVOLVABILITY | Scoop.it


Three refinements to our team approach are making a difference: actively managing creative friction; making project rooms the focal point of the work environment; and pushing as much creativity into commercialization as into conceptualization.


Follow these rules, and you’ll see a dramatic difference in your own team’s ability to innovate:



1. Manage Creative Friction...

➚ Share the experience...

➚ Remove communication barriers...

➚ Have at it...



2. Bring Creativity to the Center...

➚ The forum for this debate is the project room.

➚ But the project room should not isolate the team...

➚ And put project rooms at the center of action in the company...

➚ Project rooms don’t belong in the basement; give them some respect...



3. Stand for DeliveryInnovation doesn’t stop once you have an idea...

➚ So design teams with this handoff in mind...

➚ Sometimes the difference between the idea and the reality is small...



Successful ideas are not born in secret: they emerge from open and vigorous dialog around new information, and then they are actively pulled into the market by a commercialization team rather than being pushed by an ideation team.


In the intensity of the innovation process, it’s easy to divide into a world of “us” and “them.”


But to innovate well, teams must be permeable, inviting the outside in and engaging the broader community to transform an idea on a napkin into a new product or service in the marketplace.


Post ImagE: http://bit.ly/1hni2ri



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Managers vs Leaders Part I >> Main Differences

 

This short video from @ScottWilliams provides 10 clear distinctives to help understand the difference between a manager and a leader. Thanks to Samson Varugh...

 

 

◥  Supportive ◥

... Still, much ink has been spent delineating the differences. The manager’s job is to plan, organize and coordinate.

 

The leader’s job is to inspire and motivate. In his 1989 book “On Becoming a Leader,” Warren Bennis composed a list of the differences:

 

– The manager administers; the leader innovates.

 

– The manager is a copy; the leader is an original.

 

– The manager maintains; the leader develops.

 

– The manager focuses on systems and structure; the leader focuses on people.

 

– The manager relies on control; the leader inspires trust.

 

– The manager has a short-range view; the leader has a long-range perspective.

 

– The manager asks how and when; the leader asks what and why.

 

– The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.

 

– The manager imitates; the leader originates.

 

– The manager accepts the status quo; the leader challenges it.

 

– The manager is the classic good soldier; the leader is his or her own person.

 

– The manager does things right; the leader does the right thing.

http://bit.ly/K2hcAH

 

 

Further:

http://bit.ly/1bp62gV

http://bit.ly/1hX4S1c

http://linkd.in/1bp6zPK

http://bit.ly/1mHl5Yq

 

 

See Part II and III; while still on the Subject:

 

Part II

http://sco.lt/89yznV    ;

 

Part III 

http://sco.lt/4usC8n

 

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Managers vs Leaders Part III >> A Dangerous But Accurate Distinction

Managers vs Leaders Part III >>  A Dangerous But Accurate Distinction | Leadership, Management and EVOLVABILITY | Scoop.it

 

One of the first things that you learn about leadership stories and studies is that it is impossible to read them all. The size of the pile is staggering....

 

Tens of thousands of books have been written on leadership and there are several academic journals devoted entirely to the subject, including The Leadership Quarterly and The Journal of Leadership and Organizational Studies.

 

Perhaps the most definitive review and integration of the leadership literature was Bass's 1,200-page Handbook of Leadership, which was last updated in 2008.

 

And if you really want a long book on leadership, you can get the four-volume Encyclopedia of Leadership, which at 2,120 pages weighs in at 15 pounds, and costs a whopping $800...

 

Clearly, the task of reviewing the leadership literature — and acting on it as leader — isn’t to understand it all (that is impossible), but to develop a point of view on the few themes that matter most.

.

.

.

The brilliant and charming Warren Bennis has likely done more to popularize this distinction than anyone else.

 

He wrote in Learning to Lead: A Workbook on Becoming a Leader that “There is a profound difference between management and leadership, and both are important.

 

To manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct. Leading is influencing, guiding in a direction, course, action, opinion.

 

The distinction is crucial.” And in one of his most famous lines, he added, “Managers are people who do things right and leaders are people who do the right thing.”

 

Although this distinction is more or less correct, and is useful to a degree (see this interview with Randy Komisar for a great discussion), it has unintended negative effects on how some leaders view and do their work.

 

Some leaders now see their job as just coming up with big and vague ideas, and they treat implementing them, or even engaging in conversation and planning about the details of them, as mere “management” work that is beneath their station and stature...

.

.

.

"I am not rejecting the distinction between leadership and management, but I am saying that the best leaders do something that might properly be called a mix of leadership and management.

 

At a minimum, they lead in a way that constantly takes into account the importance of management.

 

Meanwhile, the worst senior executives use the distinction between leadership and management as an excuse to avoid the details they really have to master to see the big picture and select the right strategies."

 

Therefore, harking back to the Bennis theorem I quoted above, let me propose a corollary: “

 

To do the right thing, a leader needs to understand what it takes to do things right, and to make sure they actually get done.”

 

 

When we glorify leadership too much, and management too little, there is great risk of failing to act on this obvious but powerful message.

 

 

Highly Supportive:

http://bit.ly/1aSPpgF

http://bit.ly/KVb65I

 

 

Whilst on the subject, see Part I and III for further illumination:

Part I:

http://sco.lt/6sQuav

 

Part II:

http://sco.lt/89yznV

 

 

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Significant Insight: Symbiosis of Anarchy and Hierarchy: Towards understanding the continuous revolution of liberation

Significant Insight: Symbiosis of Anarchy and Hierarchy: Towards understanding the continuous revolution of liberation | Leadership, Management and EVOLVABILITY | Scoop.it

 

 

We are born anarchists and we are born into hierarchy....

 

 

"This is my reaction to the recent North American Anarchism Study Network conference held in Toronto, at which the divide between the study of anarchism and the practice of anarchy was made abundantly clear.

 

An overview would bring one to the overly hasty conclusion that anarchy is dead.

 

I found myself compelled to express that anarchists should celebrate acts of anarchy, at an anarchism conference!"

 

 

We have a built-in desire to make decisions that are good for our individual selves in all circumstances.

 

This can lead us to want to cooperate, to want to rebel, to accept sacrifice for an anticipated greater good or future good, and to accept oppressive circumstances when we do not perceive a possibility of escaping these circumstances.

 

We seek to survive and to project ourselves within the limits of what we perceive to be achievable. Projection is both biological (reproductive, genetic) and political (influence, authority).

 

In making individual decisions, our perception is largely societal, in that it is modulated and defined by societal norms and the societal world view.

 

It is the overriding influence of society on individual perception that mostly keeps the individual embedded within society’s structure.

 

Cracks in the mental environment allow dissidence and deviance – anarchy....

 

The seasons, the elements, and natural competitors have taught humans to foresee and guard against attacks and other threats to safety.

 

More planning implies greater organization and specialization. Organization and specialization, if it is not constrained by non-exploitive tradition, can in turn become resiliently tied to gender, race, other human characteristics and affinity groups of conspiring profiteers to become class-defined hierarchy.

 

 

Hierarchy is a resilient structure of societal stratification that is maintained by force, rather than simply a form of societal organization consciously and willingly supported by free participants....

 

Control of the many by the few is achieved by socio-psychological methods (gangsterism, the risk of being mobbed, mythology, divide and conquer tactics, strategic control of key resources, and so on) and by one-sided use of the most advanced technology, in particular weapons technology...

.

.

.

To not attack hierarchy is to support it.

 

To attack anarchists is to support hierarchy.

 

Hierarchy is violent oppression on a mass scale. These are not elusive points...

 

 

>>>> Super Supportive and Enriching:

http://naasn.org/naasn-2-cfp

 

 

>>> Between Anarchy and Hierarchy: A Theory of International Politics and Foreign Policyhttp://bit.ly/1lN957p

 

 

>>> Anarchyand Legal Order: Law and Politics for a Stateless Society

http://bit.ly/1cywRlq

 

 

>>> Why are anarchists against the state?

http://bit.ly/1lzq6ET

 

 

>>> Why are anarchists against hierarchy?

http://bit.ly/1dtdhVe

 

 

Post Image: http://bit.ly/1gdXZar

 

Mhd.Shadi Khudr's insight:

 

"Blog posts reflect the views of their authors, and are not subject to Media Co-op journalistic standards"

 

Blog/journal posts reflect the views of their authors, and are not subject to this scoop.it 'Managamenet, Leadership and Evolvability' sphere.

 

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Why Nelson Mandela Was A Shining Example of Leadership

Why Nelson Mandela Was A Shining Example of Leadership | Leadership, Management and EVOLVABILITY | Scoop.it

 

Mandela exemplified all the qualities of a great leader...

 

Nelson Mandela, or “Madiba” as he was affectionately known, has died.

 

Not only have we lost a great man and a great leader for his country, but also a shining example of the kind of leadership we so desperately need today, has left a huge inspirational vacuum...

 

Mandela lived for 27 years in prison, mostly on Robben Island, where every day with a small hammer he broke rocks apart in the blazing sun only to retreat into his only home, an 8’ by 8’ cell.

 

 Mandela helped to unite South Africa as it dismantled apartheid, the cruel system of white minority rule. He symbolized for all of Arica a commitment to democracy and freedom.


 

Mandala once said, “It is better to lead from behind and to put others in front especially when you celebrate victory when nice things occur.


You take the front line when there is danger. Then people will appreciate your leadership.”


In many ways, Mandela was a mindful leader, having invested hugely in developing his self-awareness and managing his emotions...


The truly mindful leader gets their own life in order first before engaging in advising others to do the same.


 

What a stark contrast Mandel’s life was compared to the behavior of many political and business leaders today who take credit and want the limelight when things are going well, and blame others and avoid responsibility when things go badly.


The predominant leadership style today in many organizations continues to be egocentric, aggressive, self-serving and lacking in empathy and compassion for others.


 

Nelson Mandala was a beacon of hope, and like Ghandhi before him, a shining example of what a leader can and should be. A man of great compassion and forgiveness and humilty. He will be sorely missed, but as has been said, “


“When you live on the hearts of those you love, you will never die.”



Highly Supportive and Enriching Content:

 

What made Nelson Mandela great

http://cnn.it/1f7Tcaq


Nelson Mandela 1918-2013

http://bbc.in/1bo7ted



Bonus:

http://sco.lt/4sjXyT



Post Image: http://bit.ly/1jyWbM5


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Stephane Loiret's curator insight, December 12, 2013 1:33 PM

An example of leadership that makes every single individual inspired. Inspiration is not about being a follower, rather a leader of our own destiny, serving meaningful needs for whole mankind. 

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❂ Reflection for Resilience ✤

❂ Reflection for Resilience ✤ | Leadership, Management and EVOLVABILITY | Scoop.it

 

Resiliency is about handling stress, uncertainty and setbacks well — in other words, maintaining equilibrium under pressure.

 

And in our modern lives, whether we are at school, at work, or at home, there is no shortage of pressure.

 

Maintaining our equilibrium is something, it seems, we all need these days.

 

There is something you can do — everyday if you would like — to help build your resilience, your capacity to weather stressful events.

 

It's journalling.

 

Keeping a journal can foster resiliency.

 

CCL recommends using "learning journals" or "reflection journals" as tools for gaining insight into your leadership experiences.

 

The process of writing and reflection builds self-awareness, encourages learning and opens the door to adaptability.

 

The form and content of your journal is a matter of individual choice. However, when you do sit down to make a journal entry about an experience that has challenged your equilibrium, we recommend it have three parts:

 

 

✤ The event or experience.

Describe what occurred as objectively as possible.

Don't use judgmental language.

Stick to the facts.

What happened?

Who was involved?

When did it happen?

Where did it happen?

 

 

✤ Your reaction.

Describe your reaction to the event as factually and objectively as possible.

What did you want to do in response to the event?

What did you actually do?

What were your thoughts?

What were your feelings?

 

 

✤ The lessons.

Think about the experience and your reaction to it.

What did you learn from the event and from your reaction to it?

Did the event suggest a development need you should address?

Do you see a pattern in your reactions?

Did you react differently than in the past during similar experiences and does that suggest you are making progress or backsliding on a valuable leadership competency?

 

 

So remember, capture the event or experience in objective language, describe your reaction, then note the lessons you might get from it.

 

CCL uses journaling as part of almost all our leadership development program experiences and we emphasize with our participants that learning doesn't come from the "doing" but in the "reflecting on the doing."

 

 

>> Source:

http://bit.ly/kbIo6U

 

 

Post Image: http://bit.ly/1ep79Ah

 

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Ness Crouch's curator insight, January 14, 7:37 PM

This is a great article.

Mhd.Shadi Khudr's comment, January 15, 8:58 AM
All the very best to Ness and all
Roger Sommerville's curator insight, February 17, 11:44 PM

I find it hard to spend the time on making a journal work. I suspect it is because I have not thought about resilience and reaction to situations. The short lists here provide a useful guide - and by focusing on my reaction I can give my self a chance to use demanding events/situations more productively. 

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Apartheid has no future - A Rhetorical Analysis of Nelson Mandela’s Speech - 11 February 1990 by Andy Brough

Apartheid has no future -  A Rhetorical Analysis of Nelson Mandela’s Speech - 11 February 1990 by Andy Brough | Leadership, Management and EVOLVABILITY | Scoop.it

 

On February 11 1990, after being freed from Victor Verster Prison following 27 years of incarceration as a political prisoner, Nelson Mandela delivered his first public address (Mandela, 1990).

What follows is a rhetorical analysis of this speech, with particular reference to the relationship between the communication, negotiation, and conflict resolution concepts used in the speech and the outcomes of those concepts.

 

 

➤ Communication Concepts:

 

In examining the communication concepts in the speech, this section provides an analysis of the speaker, the audience, the language of the speech, as well specific rhetorical devices that Mandela used.

 

 

➤The Speaker:

 

Nelson Mandela immediately established credibility with an opening that captured the audience’s attention. Any great speaker appreciates the importance of the first few moments of a speech (Morgan, 2003).

 

By opening with the refrain, “Amandla! Amandla! i-Afrika, mayibuye!” Mandela not only positioned himself as a fellow African, but he also used the language of his supporters.

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In concluding his speech, Mandela made reference to the trial of 1964 and to the words that he used during that trial where he spoke about the fact that he had fought against white domination and black domination and that he cherished the idea of a democratic and free society...

 

He ended his speech (probably one of the most significant in the history of South Africa) with an ironic statement that he did not have words of eloquence to offer.

 

It appears as if Mandela was less impressed with making the right statements and more impressed by the fact that it was his ethos, his character, combined with his ability to deliver on the promises, that really mattered.

 

He went on to build this ethos by stating to his supporters that his remaining days were in the hands of his followers.

 

Mandela comes across as knowledgeable and fair whilst conveying the authority that people would have expected from a man of his reputation who had been silenced for so long...

 

 

➤ The Main Thesis and Purpose of the Speech:

 

Having watched the speech when it was first delivered, and then relooked at recordings of the speech almost 20 years later, it is clear that Mandela used a slow and deliberate pace that was appropriate for his measured and authoritative delivery.

 

The main idea or thesis of the speech was twofold; (a) to thank those who supported him during his incarceration and (b) to appeal for a more concerted effort in the dismantling and “complete eradication of apartheid.”...

 

 

➤ The Audience:

 

Mandela extended his gratitude not only to the people of Cape Town but, conscious of the broader audience listening and watching via radio and television, to the nation of South Africa, and to “those in every corner of the globe who have campaigned tirelessly” for his release.

 

In acknowledgement of the tremendous significance of the occasion of his release, Mandela then took time to acknowledge a range of sub-audiences.

 

 

➤ The Form and Structure of the Speech

 

The speech is very simple in its design with a form that complements the content.

The form is essentially one of a sweeping introduction, acknowledging a wide range of stakeholders.

 

Mandela then made it clear that he would only make a preliminary statement....

 

He used specific supporting evidence to reinforce that point and highlighted the plight of the homeless and state of the economy as two examples of the effects of apartheid.

 

 

➤ Rhetorical Devices:

 

Mandela addressed his sub-audiences by using a rhetorical device called anaphora - the repetition of the same word or phrase at the beginning of successive clauses or verse (Banks, n.d.).

 

This technique is used much in the same way as the great speakers such as Martin Luther King in his famous “ I have a dream” speech (Luther, 1961)...

 

 It is worth noting that Mandela made a specific point of addressing “white compatriots” directly as he called on them to join him and his party in shaping a new South Africa...

 

Mandela used other verbal strategies such as figures of speech (schemes and tropes) including the metaphor (he refers to the dark days of history, to the youth as young lions who have energized the struggle, and to the sight of freedom looming on the horizon)...

 

Mandela also made effective use of both pathos and logos (Aristotle, ). Pathos refers to the emotional impact a speech.

 

Mandela used specific phrases that are packed with emotional connotations that would not be lost on his audience, “Difficult circumstances”, “unrelenting persecution”, “holding the flag of liberty high”, “the pride of our movement”, and “great heroes.” 

 

In some sense, it is as if this speech can be divided into two halves, where the first part of the speech is much more geared towards building pathos and the second half uses the logos techniques.

 

Logos refers to the logic of an argument. In the second half of the speech, Mandela outlined the objectives, strategies and tactics of the A.N.C. in normalizing the political process.

 

In this section, his speech was more concrete, containing some suggestion of the way forward including:

 

(a) An ending of the state of emergency, (b) the release of all political prisoners, (c) negotiations on the dismantling of apartheid, (d) maintaining sanctions, and (e) the institution of universal suffrage. This brings us to an examination of the conflict resolution and negotiation concepts used in the speech.

 

 

➤ Conflict Resolution and Negotiation Concepts...

In analyzing this speech, it becomes apparent that the focus was on covering key conflict resolution and negotiation concepts...

 

 

➤ Conflict Resolution Concepts...

Both March and Simon (1958) and Cyert and March (1963) recognized that conflict was a naturally occurring organizational phenomenon with both positive and negative consequences.

 

Conflict resolution involves a willingness to see both parties point of view specifically when the goals of one party are in direct contrast/conflict with the goals of the other (Spoelstra & Pienaar, 1999). Negative conflict resolution behaviour, where the primary strategy is one of overpowering the other party, is viewed as zero-sum or distributive.

 

Postive conflict resolution is more integrative and works from the basis of common ground (Lewicki, Weiss, & Lewin, 1992; Lewicki, Barry, & Saunders, 2007).

 

A competence model of conflict management approaches conflict from the basis of three key dimensions, (a) effective communication, (b) relational appropriateness, and (c) situational appropriateness (Gross & Guerro, 2000). Mandela’s speech demonstrates an integration of all three dimensions.

 

 

➤ Negotiation Concepts:

 

Negotiation involves the identifying and diagnosing at least four broad negotiation concepts, (a) the players, (b) the context, (c) the targets, and (d) the scope or broader impact of the negotiation  (Thompson & Leonardelli, 2004).

 

 

➤ Players and their perceptions... 

 

Mandela showed a broad understanding of the major players involved in the negotiation context.

 

His speech was incredibly inclusive and made reference to a range of stakeholders including...

 

Another important negotiation concept is that of the negotiating parameters or mandate ( Kennedy, 1997). Mandela was clear that certain conditions needed to be fulfilled before negotiation could actually begin...

 

 

➤ Context...

 

➤ Targets...

 

➤ Scope...

 

 

➤ Evidence of Cause-Effect Relationship between Concepts and Outcomes in Communication...

 

 

➤ Sufficiency...

 

Mandela made strong claims these were backed up by his own character, his understanding of his audience, his awareness of the political and global significance of the moment of his release.

 

The examples that he gave were clear, concise and well thought through.

This is not the speech of a man simply looking to sway the emotions of his followers and incite them to blind loyalty. 

 

Mandela adopted a collaborative, conciliatory tone that set the platform for possible future dialogue.

 

 

➤ Typicality...

 

Mandela expressed typicality in his speech, In other words the examples that he uses, the concepts that he shared and the strategy that he laid out are all communicated in a simple, logical way...

 

 

➤ Accuracy of Evidence...

 

 

➤ Relevance...

Relevance is concerned with ensuring that any rhetorical communication is persuasive in the presentation of its argument.

Mandela demonstrated tremendous appreciation of the audience’s expectations.

 

He also revealed that he was not going to say too much without further consultation.

 

All of these factors weigh heavily in determining his success in delivering his message and ensuring a duplication of ideas.

 

 

>> Supportive:

➤➤ Further Concise Information on Speech Rhetorical Analysis ➤➤

http://bit.ly/1cmP8iS

 

Post Image: http://bit.ly/1fBvlQ6

 

 

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