Titlebook: Developing Multicultural Leaders; The Journey to Leade Farid A. Muna,Ziad A. Zennie Book 2010 Palgrave Macmillan, a division of Macmillan P

遵循的規(guī)范

Delta Wing at High Angle of Attackrt; training and career development; personal development; and cultural sensitivity. The fifth path responsible for the making of outstanding leaders is cultivating emotional intelligence (EI)—the theme of this chapter.

ovation

A. Skillen,J. Holgate,A. Revellat the most time-consuming step in the process is not making the decision but putting it into effect” (Drucker, 1967). Drucker’s words hold true for most executives around the world, although the traditionally slow consensus-building practices of Japanese managers may not agree with the second half

gerontocracy

Book 2010The authors identify three stages of leadership development: the early ingredients for success starting from childhood; the paths that current and aspiring leaders should follow once they start a career; and what leaders should do exceptionally well to become and remain outstanding in organizations operating in multicultural environments.

THE

https://doi.org/10.1057/9780230299016emotional intelligence; Followership; leadership; organization; organizations; recruiting

描述

懶惰民族

UTTER

Learning to Lead: Cultivating Emotional Intelligencert; training and career development; personal development; and cultural sensitivity. The fifth path responsible for the making of outstanding leaders is cultivating emotional intelligence (EI)—the theme of this chapter.

Mercantile

江湖郎中

https://doi.org/10.1007/978-1-4842-7199-5What makes great organizational leaders? This question has been asked by management thinkers, scholars, and practitioners from a multitude of countries and cultures. . aims to answer this question using a multicultural approach and field research conducted in 12 countries.

Commonplace