Leader to Leader最新文献_第8页

MICRO-PRACTICES TO HELP YOU BECOME A GREAT LEADER AND LEARN TO LEAD FROM THE INSIDE OUT 微观实践，帮助你成为一名优秀的领导者，学会由内而外的领导

Leader to Leader Pub Date : 2024-11-15 DOI: 10.1002/ltl.20868

Dana Maor, Hans-Werner Kaas, Kurt Strovink, Ramesh Srinivasan

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引用次数: 0

PREDICTING LEADERSHIP EFFECTIVENESS THROUGH THE TALENTS THAT REALLY MATTER 通过真正重要的人才来预测领导的有效性

Leader to Leader Pub Date : 2024-11-07 DOI: 10.1002/ltl.20859

Barry Conchie, Sarah Dalton

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引用次数: 0

ORGANIZATIONS BUILDING TRUST, COHESION, FRATERNITY, AND FRIENDSHIP OUTSIDE THE FAMILY AND WITHIN THE COMMUNITY 在家庭外和社区内建立信任、凝聚力、博爱和友谊的组织

Leader to Leader Pub Date : 2024-11-07 DOI: 10.1002/ltl.20864

Denis Moriarty

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引用次数: 0

CONTINUAL LEARNING—THE KEY TO COMPETITIVE SUCCESS 持续学习——竞争成功的关键

Leader to Leader Pub Date : 2024-11-07 DOI: 10.1002/ltl.20866

Willie Pietersen

{"title":"CONTINUAL LEARNING—THE KEY TO COMPETITIVE SUCCESS","authors":"Willie Pietersen","doi":"10.1002/ltl.20866","DOIUrl":"https://doi.org/10.1002/ltl.20866","url":null,"abstract":"The author, a business school professor, former attorney, and Chief Executive Officer/CEO, writes that “the best leaders are lifelong learners, cultivating their personal gardens and drawing valuable lessons from each season’s experience.” He references such organizational thinkers as Richard Cyert, James G. March, Chris Argyris, Donald Schön, and Peter Senge, and notes the Darwinian aspect of learning within organizations. He also quotes an additional theorist/author, Margaret Wheatley: “You cannot change a living thing from the outside. You can only disturb it, so it changes itself.” He notes the importance of keeping a learning journal, referencing both his own long-time example, and that of Dr. Ash Tewari, “one of the pioneers of robotic surgery.” He also notes the importance of questions, and writes about their different usages based both on his experience as an attorney, and as an executive. There is “a science to asking questions that are likely to generate real insights.” A major part of the article is about strategic learning, which involves four steps that move in a cycle. In his words, they are Learn, Focus, Align, and Execute. He further explains: “Then you loop back to the Learn step, thus creating a cycle of ongoing learning and adaptation.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 115","pages":"64-70"},"PeriodicalIF":0.0,"publicationDate":"2024-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/ltl.20866","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142868021","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

WHAT WILL SUSTAIN THE DEMOCRACY? 什么将维持民主？

Leader to Leader Pub Date : 2024-11-07 DOI: 10.1002/ltl.20872

Sarah McArthur

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THE IMPORTANCE OF (RE)FRAMING CONVERSATIONS IN LEADERSHIP （重新）构建领导力对话的重要性

Leader to Leader Pub Date : 2024-11-05 DOI: 10.1002/ltl.20863

Steven T. Collis

引用次数: 0

THE DIPLOMAT WITHIN: LEADING WITH UNITY IN A MULTIPOLAR WORLD 内在的外交家：在多极世界中团结领导

Leader to Leader Pub Date : 2024-11-05 DOI: 10.1002/ltl.20861

Alex Lazarus, Feyzi Fatehi

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引用次数: 0

THE POWER OF CONTROL: TRANSFORMING EMPLOYEE ENGAGEMENT IN A POST-PANDEMIC WORLD 控制的力量：在流行病后的世界里改变员工的参与度

Leader to Leader Pub Date : 2024-11-05 DOI: 10.1002/ltl.20862

Laura Gassner Otting

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引用次数: 0

THREE LEADERSHIP PERSPECTIVES FOR ENHANCING THE ORCHESTRA CONDUCTOR METAPHOR 强化乐团指挥隐喻的三个领导视角

Leader to Leader Pub Date : 2024-11-05 DOI: 10.1002/ltl.20858

Tiffany Chang

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引用次数: 0

HOW LEADERS CAN APPLY THE PAUSE PRINCIPLE IN DIFFICULT INTERACTIONS 领导者如何在困难的互动中应用暂停原则

Leader to Leader Pub Date : 2024-11-05 DOI: 10.1002/ltl.20865

Cynthia Kane

{"title":"HOW LEADERS CAN APPLY THE PAUSE PRINCIPLE IN DIFFICULT INTERACTIONS","authors":"Cynthia Kane","doi":"10.1002/ltl.20865","DOIUrl":"https://doi.org/10.1002/ltl.20865","url":null,"abstract":"The author, CEO and Founder of the Kane Intentional Communication Institute, LLC, contends that “at the forefront of creating a thriving culture is the way those in leadership positions communicate, especially under pressure.” While many companies conduct programs to aid in communication under pressure and in crucial encounters, the effects wear off not long after these interventions. “To keep our cool in high pressure moments,” she writes, “we need to put our attention not on the words we use or how we’re listening but on that split second between the other person’s words and our reaction.” Her own experiences led her to create what she terms the Pause Principle. One part of the latter is the SOFTEN practices, which she says “are mindfulness-based practices.” The elements are Sensation, Own Your Discomfort, Focus on the Present, Take a Breath, Eyes Toward Another, Need to Say, Within Focus, she writes “Refocusing and redirecting our attention to the present moment helps us find our way out of the never-ending cycle so we feel grounded, balanced, and centered again.” And for breathing, she recommends “inhaling for the count of five, holding the breath for the count of five, and then exhaling for the count of five.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 115","pages":"58-63"},"PeriodicalIF":0.0,"publicationDate":"2024-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142860231","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0