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论文作者:www.51lunwen.org论文属性:作业 Assignment登出时间:2015-07-02编辑:caribany点击率:12377
论文字数:4471论文编号:org201408201810476125语种:英语 English地区:中国价格:免费论文
关键词:领导力发展史研究Leadership Developmentleader’s emotionallnature of leadership
摘要:领导力可是一系列行为的组合,这些行为会激励人们跟随领导去要去的地方,不是简单的服从。培养有效的领导力的重要原则是关注领导力提升与自身企业发展、战略落实的关系。
The technology revolution has changed organizational life. It has changed the ways information and knowledge are accessed and disseminated, and the ways in which people can communicate and share with one another. This has profound implications for what effective leadership will look like as well as how to use technology most effectively in leadership development.
Leaders will clearly have to be much savvier with regard to technology in general. Facility and comfort with communication technology and the internet will be a necessity. Given the pace of change and the speed of response time that leaders are now required to demonstrate, technological savvy has rapidly become an integral aspect of leadership effectiveness. It has even been noted that the effective use of technology is proving to be a “hierarchy buster.” It can be an avenue for people to communicate with leaders at all levels and whenever they need to at any time. Leading virtually is already a reality,and requirements to lead geographically dispersed units and teams will only increase. Technology will not be a solution for this challenge, but it will surely be a tool.
While technology is useful for some aspects of leadership development, it cannot replace the importance of bringing leaders together to deepen their relationships and their learning experience. Maximizing the effectiveness of leadership development offers the best of both worlds: integrating face-to-face classroom and coaching experiences with technology-based tools and processes, i.e., blended learning solutions (e.g., Alexander & Ciaschi, 2002).
The 1990s witnessed ethical lapses and arrogance among senior executives of certain companies of disturbing-if-not-unprecedented magnitude. Enron and WorldCom were two notable examples. Such events probably accelerated and deepened growing sentiment among many—including members of organizational governance boards—that interrelationships among leadership, character, and values ought to be made more salient.
It is probably not a coincidence that a recent article in CEO Magazine (Martin, 2003) observed that “the age of the imperial CEO is waning. In its place, a crop of new CEOs – humble, team 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。