| | | Managing Leadership | |  Goal | 13 articles |
| Page 1 of 1 | Previous | Next | MANAGING LEADERSHIP SEPTEMBER 24, 2009 Who cares But let’s also be clear about our goals for doing it. If your goal is to find your path through life strewn with flowers and filling up after your passage with throngs of admiring neighbors and colleagues, then you aren’t really addressing your crisis – you’re still creating it. What kind of story does it tell? That’s great. | MANAGING LEADERSHIP MAY 12, 2011 Whence leadership? Have you ever noticed that when people talk about leadership, the unspoken but overpowering assumption is that it is a positive and constructive force? Have you ever questioned that presumed relationship? If you have, what sort of reaction did you get? As noted here previously , Peter Drucker once said, “Leadership is all hype. Ever notice that? | | | | | |
| MANAGING LEADERSHIP FEBRUARY 16, 2012 All about the leader None of these systems examine the needs of the organization, explore its goals and founding or re-established vision, or teach “leaders” how to extract this information and help it become expressed in the organization’s activities. We have been reviewing the argument against individual leadership in modern organizations. | MANAGING LEADERSHIP MARCH 26, 2011 Slouching towards leadership Thoughtful, goal-oriented, integrative managers. We have also looked at some examples of what appear to be actual instances of individual leadership in the workplace, only to see that they are either not really examples of leadership or are clearly not results of the teachings or other activities of the MLM. Do you know of any? Of course not. | MANAGING LEADERSHIP DECEMBER 3, 2009 Clutch decisions Do you concern yourself with pistons, gears, and atoms, organizing them just so in order to maintain the desired state, or do you address yourself to motivations and states of mind, attempting to get them to work on their own in harmony with your organizational goals? Think of a manual transmission car. What happened? Now what? And so on. | MANAGING LEADERSHIP OCTOBER 6, 2009 Perceiving The ultimate result should be a collaboration based on a solid and productive assessment of how you each can contribute to each others’ – and the organization’s – goals. But doing so may also prove shortsighted, complicating future interactions and undermining broader goals. Better to have the second problem than the first. | | | | | | | |
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MANAGING LEADERSHIP | THURSDAY, OCTOBER 1, 2009 Calculating
You will begin to engage in a multi-dimensional calculation: what will advance your goals or benefit your projects, what will do that for your partners in the exchange, and how your and their possible responses will affect these potential outcomes for all of you. There are a lot of problems with the approach. But there’s more to do. MORE >> -
MANAGING LEADERSHIP | WEDNESDAY, OCTOBER 6, 2010 Exuding something
Organizational goals? Easily among the most disagreeable aspectsof the generally disagreeable concept of exceptional individual leadership is the noxious notion of “followership.” Does that turn out to be the organization? Indeed, he argues, it should be conceived and designed solely for that very purpose. Owners? No again. Of course not. MORE >> -
MANAGING LEADERSHIP | FRIDAY, SEPTEMBER 25, 2009 Reconciliation
In particular, when we wake up one day to realize we haven’t done very good jobs either of setting worthwhile goals or of accomplishing them, we tend to get a little bitter, hasty, and, well, childish about it. We want to make an end to strife, to balance the warring factions of our lives, of the demands they make of us, and we of them. MORE >> -
MANAGING LEADERSHIP | TUESDAY, SEPTEMBER 22, 2009 Just management
And the net result of all of this has to be the advancement of your team toward organizational goals. Behind many of the current political disputes in the US lately is the question of justice. It is remarkable – isn’t it? Was justice done? If not, what recourse is there? Should the victim take matters into his or her own hands? MORE >> -
MANAGING LEADERSHIP | MONDAY, AUGUST 10, 2009 Culturally coherent complementarity
The fundamental point of the previous diversity post is that you should focus on the strategic aim, operational goals, and consequent values of the organization, and let the diversity form of its own accord around these weight-bearing columns of the group structure. As mentioned in response to one of Fred H. So, what to do? Schliegel. MORE >>
- Destructive diversity MANAGING LEADERSHIP | MONDAY, AUGUST 3, 2009
- Meandering magnetisim MANAGING LEADERSHIP | WEDNESDAY, OCTOBER 13, 2010
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