Leadership Style Ron Goldman
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Six Drucker Questions that Simplify a Complex Age

Six Drucker Questions that Simplify a Complex Age | Leadership Style Ron Goldman | Scoop.it

 

Peter Drucker was always asking pointed questions—and, in turn, prompting people to challenge their assumptions, reframe problems and consider different angles.

 

With that in mind, here are six questions — all of them straight out of Drucker’s writing — that I believe he would now pose to any manager trying to cope with, in his words, “the complexities of size, markets, products and technologies.”


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Terence R. Egan's curator insight, January 22, 2014 4:55 AM


[KEY POINTS]

The six questions:

 

1. What does the customer value?

 

2. What is our business, and what should it be?

 

3. What is the task?

 

4. What are your ideas for us to try to do new things, develop new products, design new ways of reaching the market?

 

5. Who in this organization depends on me for what information?

 

6. What would happen if this were not done at all?

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What I'm Teaching My Organizational Behavior Students Tonight ...

What I'm Teaching My Organizational Behavior Students Tonight ... | Leadership Style Ron Goldman | Scoop.it

Three or four times a year I teach 5-week courses at the University of Phoenix in the Business Management College. I love bringing my real-world experience as a female business owner and consultant to some of the world's ...


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Concept of Reinforcement in Organizational Behavior | MBA Knowledge Base

Concept of Reinforcement in Organizational Behavior | MBA Knowledge Base | Leadership Style Ron Goldman | Scoop.it
Reinforcement is the attempt to develop or strengthen desirable behavior. There are two types of reinforcements in organizational behavior: positive and

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Abey Francis's curator insight, February 11, 2013 2:18 AM

Reinforcement is the administration of a consequence as a result of a behavior. Managing reinforcement properly can change the direction, level, and persistence of an individual's behavior. n behavior modification, four types of reinforcement are available to help managers influence behavior: positive reinforcment, negative reinforcement, extinction, punishment. Positive and negative reinforcement are aimed at increasing a behavior, while extinction and punishment focus on decreasing a behavior. Positive reinforcement and extinction encourage individual growth, whereas negative reinforcement and punishment are likely to foster immaturity in individuals and eventually contaminate the entire organization.

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Toward an Evidence-Based Management of Emotional Intelligence and Leadership | Expertisecentrum Human Resource Management & Organizational Behavior

Toward an Evidence-Based Management of Emotional Intelligence and Leadership | Expertisecentrum Human Resource Management & Organizational Behavior | Leadership Style Ron Goldman | Scoop.it

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Four Themes Impacting Organizational Behavior

Four Themes Impacting Organizational Behavior | Leadership Style Ron Goldman | Scoop.it

Organizational behavior (OB) is a social science that embodies multiple disciplines stemming from an array of interrelated fields affecting human behavior in the workplace. OB is therefore recognized as a highly multidisciplinary subject. Understanding organizational behavior, it’s multitude of facets, their relation and affects to one another, shall undoubtedly aid managers and leaders to build better organizations.


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Follower Behavior and Organizational Performance: The Impact of Transformational Leaders

Follower Behavior and Organizational Performance: The Impact of Transformational Leaders | Leadership Style Ron Goldman | Scoop.it

 

This study sheds light on the mediating processes by which transformational leadership influences follower performance and innovation, respectively.

 

The authors hypothesize that transformational leaders boost follower performance by stimulating organizational citizenship behavior, whereas they enhance follower innovation by triggering controversial discussion of task related issues (debate).

 

On the contrary, the authors do not expect these mediating effects to hold for the relationship between transactional leadership and follower performance and innovation, respectively.

 

Their hypotheses were confirmed in an empirical study of N = 91 leaders from 91 German companies.

 

Conclusions for leadership research are drawn.

 

 

Relevant:

http://bit.ly/1nvAyiU

http://bit.ly/1rJe7cD

http://bit.ly/UD7R7J

http://bit.ly/1q4fWMS

http://bit.ly/1ziPNQ0

http://bit.ly/Uvlm9C

 

 

>> What is Transformational Leadership?

http://sco.lt/4rNsIr

 

 

Post ImagE: http://bit.ly/UvlAxE

 


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Mhd.Shadi Khudr's comment, August 1, 2014 9:42 AM
Super Duper Cheers
Ricard Lloria's comment, August 1, 2014 11:01 AM
Super Duper Cheers, have a great weekend Mhd. Shadi =))
Mhd.Shadi Khudr's comment, August 2, 2014 8:52 AM
Thanks so very much
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Building a Creativity Climate

Building a Creativity Climate | Leadership Style Ron Goldman | Scoop.it

In a meta-analysis of 42 studies on the relationship between creativity and climate factors, 14 dimensions emerged as major predictors of creative performance -- especially in competitive and high-pressure environments.

 

1. Positive interpersonal exchange
2. Intellectual stimulation
3. Challenge
4. Flexibility and risk-taking
5. Top management support
6. Positive supervisory relationships
7. Positive peer group
8. Mission clarity
9. Organizational integration
10. Participation
11. Product emphasis
12. Reward orientation
13. Resources
14. Autonomy

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INTERVIEW: Dr. Daniel Goleman on Staying Focused

INTERVIEW: Dr. Daniel Goleman on Staying Focused | Leadership Style Ron Goldman | Scoop.it
The key to high performance is keen concentration. Dr. Daniel Goleman, author of Emotional Intelligence, gives tips on staying focused at work.

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Garth Sanginiti's curator insight, February 5, 2014 7:51 PM

"That’s why I’m excited to share with you today’s interview with internationally known psychologist Dr. Daniel Goleman, author of the New York Times bestseller Emotional Intelligence. His new book, Focus: The Hidden Driver of Excellence, delves into new findings from neuroscience and explains why attention is a mental asset that makes a huge difference in our careers and personal lives."

Ivon Prefontaine's curator insight, February 6, 2014 12:05 AM

This is a good reminder of the need for time to find our self in a hectic world. It is not new. Parker Palmer, Mary Oliver, Wendell Berry, and others have written about this. The beauty of the new wave is it brings neuroscience to the fore.

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Emotional Intelligence and Lincoln: 5 Leadership Principles - Business 2 Community

Emotional Intelligence and Lincoln: 5 Leadership Principles - Business 2 Community | Leadership Style Ron Goldman | Scoop.it

Emotional Intelligence and Lincoln: 5 Leadership Principles Business 2 Community The reasons for his success have been widely debated and there is good evidence to suggest that Lincoln possessed a high level of emotional intelligence that allowed...


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Garth Sanginiti's curator insight, May 19, 2014 9:10 PM
"The reasons for his (Lincoln's) success have been widely debated and there is good evidence to suggest that Lincoln possessed a high level of emotional intelligence that allowed him to overcome countless obstacles that would have stopped most people."
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How to Build Leadership Trust

How to Build Leadership Trust | Leadership Style Ron Goldman | Scoop.it

What do employees really want from company leaders? The answer may surprise you — and, more important, may prompt you to change some of your practices.


“I don’t think the people who work for you want you to be an optimist anymore,” says GE CEO Jeff Immelt. “They want you to be realistic. They don’t want hollow promises, they want action: What’s your plan, and how are you going to solve problems?”


The hallmarks of what Immelt calls “positive leadership” are authenticity, transparent communication, a focus on the future, and the ability to solve problems and take action.


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The Learning Factor's curator insight, May 19, 2013 5:00 PM

Great leadership is built around trust. How truthful CEO communication can build better team alignment and productivity at your company.

John Michel's curator insight, June 16, 2013 9:30 PM

Recent management studies support the idea that workers respond best not to cheerleading or a continuous stream of happy talk, but to evidence of a strong connection between words and deeds. Employees are much more likely to trust their immediate supervisors than top corporate executives, according to global consulting firm Blessing White. Why? Because employees can match what managers say with what they do. That’s more difficult to do given the layers of management that may separate them from top leaders, which makes it imperative that top leaders spell out specific actions the company will take, explain why, and offer proof that such actions have been taken.

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7 Reasons Employees Don't Trust Their Leaders

7 Reasons Employees Don't Trust Their Leaders | Leadership Style Ron Goldman | Scoop.it

As the world mourns the loss of Nelson Mandela and commemorates his greatness as a leader, we would do well to remember that one of the  many hallmarks of his leadership was trust.  The greatest leaders in the world gravitated toward Mr. Mandela because he was genuinely trustworthy and his purpose was to support peace, prosperity and unity not only in South Africa – but throughout the world. Mandela was able to lead people in ways that many find impossible to do. As he famously said, “It always seems impossible until it’s done.”

 

Unfortunately, trust is in rare supply these days.  People are having trouble trusting each other, according to an AP-GfK poll conducted in November 2013, which found that Americans are suspicious of each other in their everyday encounters.


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Hayden Brown's curator insight, December 10, 2013 6:56 PM

Trust is the foundation on which every accomplishment is built.

Richard Lock's curator insight, December 11, 2013 4:23 AM

The quality of leadership and management has a great deal to do with low levels of employee engagement. Here are some ideas to consider that make a difference.

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The Trust Agenda

The Trust Agenda | Leadership Style Ron Goldman | Scoop.it

As the global economic recovery gathers momentum, optimism among CEOs is increasing. The postrecession period challenged many companies, and their chief executives focused their attention on survival. But they are now switching into growth mode. This drive for growth is shaped by fundamental external forces that are transforming business and society.

 

The world in which we live and work is being redefined by five global trends: technological advances, demographic changes, global economic shifts, urbanization, and resource scarcity and climate change. These trends have far-reaching and often interrelated effects on society. For example, the migration of spending power to emerging markets, along with explosive population growth in some countries, will result in a billion people being better off than they are now. The same developments, however, could exacerbate unemployment, social unrest, and resource shortages.


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The Learning Factor's curator insight, May 13, 2014 6:51 PM

CEOs are increasingly seeking “good growth,” aligned with business ethics and sustainability.

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Welcome to the genomic revolution

Welcome to the genomic revolution | Leadership Style Ron Goldman | Scoop.it

In this talk from TEDxBoston, Richard Resnick shows how cheap and fast genome sequencing is about to turn health care, insurance, politics and hiring upside down.


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Can Company Culture Go Too Far?

Can Company Culture Go Too Far? | Leadership Style Ron Goldman | Scoop.it

Culture has emerged as a contributor to organizational success. A healthy culture can impact outcomes; direct behavior, encourage cooperation and innovation. However, when does the content or strength of that culture become overpowering?


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Terence R. Egan's curator insight, November 22, 2013 11:13 AM

 

[KEY POINTS]

 

Culture or culprit?

(W)hen does the intensity of a company’s culture begin to feel stifling? (W)ill employees feel empowered to set a boundary when they feel uncomfortable.

 

Met expectations.

Could employees develop expectations that limit free movement and opportunities for career development?

 

Separation anxiety.

How will management in today's organizations respond to an employee who refuses to accept  a 24/7 technologically-linked lifestyle? Will developing cultures allow employee independence?

 

Retaining personal Identity.

Strong cultures can provide support — but they can also begin to bind or limit "diversity of thought". Unfortunately, shared norms and practices can encourage the opposite of what they were designed to accomplish.

 

Should organizations be wary of developing a powerful culture?

 

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Social cognitive theory of self-regulation : Organizational Behavior and Human Decision Processes

In social cognitive theory human behavior is extensively motivated and regulated by the ongoing exercise of self-influence. The major self-regulative mechanism operates through three principal subfunctions. These include self-monitoring of one's behavior, its determinants, and its effects; judgment of one's behavior in relation to personal standards and environmental circumstances; and affective self-reaction. Self-regulation also encompasses the self-efficacy mechanism, which plays a central role in the exercise of personal agency by its strong impact on thought, affect, motivation, and action. The same self-regulative system is involved in moral conduct although compared to the achievement domain, in the moral domain the evaluative standards are more stable, the judgmental factors more varied and complex, and the affective self-reactions more intense. In the interactionist perspective of social cognitive theory, social factors affect the operation of the self-regulative system.


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AR of Organizational Psychology and Organizational Behavior: Psychology and Competitive Advantage

Robert E. Ployhart, Bank of America Professor of Business Administration and Moore Research Fellow at the Darla Moore School of Business of the University of...

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Organizational Health: Curing Crippling Leadership Behaviors

Organizational Health: Curing Crippling Leadership Behaviors | Leadership Style Ron Goldman | Scoop.it
Poor leadership behaviors can cripple the very health of your organization and the development of your future leaders. Such crippling leadership behaviors include bullying, being a “control freak,"...

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Ivon Prefontaine's curator insight, July 13, 2013 7:42 PM

I disagree with the idea that bullies are passionate. They are afraid and do what they do because they can. Bullies use their position to be bullies.

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Organizational Behavior and Global Management: The Leadership of Steve Jobs

Organizational Behavior and Global Management: The Leadership of Steve Jobs | Leadership Style Ron Goldman | Scoop.it

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Organizational Psychology and Organizational Behavior: Psychology and Competitive Advantage

Robert E. Ployhart, Bank of America Professor of Business Administration and Moore Research Fellow at the Darla Moore School of Business of the University of South Carolina, talks about his article "The Fascinating Psychological Microfoundations of Strategy and Competitive Advantage," which he wrote with Donald Hale, Jr., also of the Darla Moore School of Business, for the first volume of the Annual Review of Organizational Psychology and Organizational Behavior. In this lecture, he discusses how psychological research can provide new insights into understanding how firms perform and gain a competitive advantage. However, Dr. Ployhart argues that to achieve such understanding will require psychologists to adopt a broader perspective and integrate their scholarship with research in strategic management...


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Why Empathy Is Your Most Important Skill (and How to Practice It)

Why Empathy Is Your Most Important Skill (and How to Practice It) | Leadership Style Ron Goldman | Scoop.it

“TL;DR: Empathy is the most important skill you can practice. It will lead to greater success personally and professionally and will allow you to become happier the more you practice.”


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Empathy

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Garth Sanginiti's curator insight, January 30, 2014 8:16 PM
A great article on empathy which is a critical social awareness skill for having high EQ. Commit to practicing empathy and you will begin to see the world from a totally different perspective.
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Are You Listening? | Emotional Intelligence

Are You Listening? | Emotional Intelligence | Leadership Style Ron Goldman | Scoop.it

Here is a truth, which when it is thoughtfully and diligently put it into practice, can set you on a course for success as much as, if not more than, any other skill you will ever acquire and develop: Listening is the most important ...


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Garth Sanginiti's curator insight, March 15, 2014 8:17 AM
"Lis­ten­ing is the most impor­tant skill you will ever develop. Devel­op­ing Emo­tional Intel­li­gence helps you develop your lis­ten­ing skills."
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Here's a Thought: Trust Your Employees and Throw Away the Clock

Here's a Thought: Trust Your Employees and Throw Away the Clock | Leadership Style Ron Goldman | Scoop.it

One of the icons of the Industrial Age is the time clock (aka punch clock – maybe because you’re very tempted to punch it).

 

In an industrial age business, the human resources are plugged into jobs that are in most cases boring, anti-creative, non-stimulating. To keep people at such drudgery, two tools are employed: hourly wages and the time clock.

 

The hourly wage incentivises one thing and one thing only: putting in the required number of hours of “doing the work.” The time clock is the enforcement mechanism necessary to accomplish that goal.


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The Learning Factor's curator insight, November 4, 2013 6:42 PM

Industrialism is dependent on replaceable, interchangeable parts, both product parts and human resources. Think about that last term: human resources. Resources are mined out of the ground or taken off a shelf. If one fails or disappears, there are plenty more to take its place

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The social revolution is a trust revolution | The Sales 2.0 Advocate

The social revolution is a trust revolution | The Sales 2.0 Advocate | Leadership Style Ron Goldman | Scoop.it

This statement appeared on the 9th slide of Marc Benioff’s opening keynote, “Business is Social,” during his kickoff of Dreamforce 2012 last week. It followed some compelling statistics proving that the trends toward social media adoption in business are undeniable:

 


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Trust In Managers Is At A Worldwide Low

Trust In Managers Is At A Worldwide Low | Leadership Style Ron Goldman | Scoop.it

Trust takes time and effort to build and can be lost in a moment.

 

Managers are their own worst enemies when it comes to trust as they fail to follow through on commitments, don’t set standards and run a do-as-I-say, not-as-I-do shop.

 

Across the globe, trust in managers is at a low point, according the Leadership Pulse Survey of 954 people published by the Forum Corporation.

 

Up to 30 per cent of employees have little or no trust in the leaders of their company.

 

There are, however, regional differences. Managers in Australia and New Zealand generally rate better than their American counterparts and about the same as those in Asia.


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The Learning Factor's curator insight, November 14, 2013 4:53 PM

Trust takes time and effort to build and can be lost in a moment.