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isolation of the business environment rarely bring about profound or long-lasting changes; therefore, organizations must develop leaders and leadership competencies that correspond with and are specific to their distinct business challenges and goals. While common leadership qualities or competencies characterize effective leaders, developing such core leader qualities may not be enough. The leadership competencies of a best-practice organization uniquely fit the organization, its particular strategy, and its business model (APQC, 2000).

This perspective has also been applied to the individual level. Not only may organizations differ in their identification of critical leadership competencies, some would argue it is unlikely all leaders within an organization must all possess the same set of competencies to be successful— or make the organization successful. According to this perspective, leaders should not be accountable for demonstrating a particular set of behaviours but rather should be held accountable for desired outcomes. This perspective looks beyond competencies, which have a tendency to focus on “what needs fixing,” and instead focuses attention on the whole person and on peoples’ strengths and natural talents, not on a reductionism list of idiosyncratic competencies (Buckingham & Vosburgh, 2003). Development is increasingly seen as a process of developing and leveraging strengths and of understanding and minimizing the impact of weaknesses.

Work/Life Balance Revisited 工作/生活平衡重新审视

Health and well-being at work are issues of increasing interest and attention, including their relevance to leadership. In an environment of constant change and unrelenting competition,managing stress and personal renewal to avoid burn-out are becoming a central focus for leadership development. Dealing with multiple and competing demands of a fast-paced career and personal/family relationships and responsibilities is a common challenge, and there is increasing recognition that a person’s work and personal life have reciprocal effects on each other. We know that individual leader effectiveness is enhanced when people manage multiple roles at home and at work but we continue to learn more about the organizational benefits and maybe even the benefits to family and community as well. We also know leadership effectiveness is correlated with better health and exercising HUMAN RESOURCE PLANNING (McDowell-Larsen, et al., 2002). We need to better understand which assumptions about organizational life are challenged by the idea of work/life integration as well as which changes organizations need to make to facilitate greater work/life integration.

Challenging work/life situations are integrally related to the need for, and development of,
resilience. Resilience is the ability to bounce back from adversity or hardship, a characteristic

that can be developed at any time during a person’s life. It is an active process of self-righting and growth that helps people deal with hardships in a manner that is conducive to development (Moxley & Pulley, 2004). One of the fundamental characteristics of resilience is that it allows individuals to take difficult experiences in their lives and use t本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。