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February 2005 |
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| Here are the articles
contained within the February 2005 issue of
"Organisations & People", along with a brief
summary.
The first two articles are held on the
LeaderValues site and can be obtained by clicking on the
link below the article. If you wish to read any of
the other articles you can contact AMED directly by
clicking on the link at the bottom of this page. |
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Developing an
Authentic Planning Process by Daniel D.
Elash |
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Most organisations follow a planning
process that lacks both strategic purpose and
authenticity. Instead of focusing on a single future,
organisations need to recognise the existence of multiple
futures and engage the whole workforce in strategic
conversations.
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Please click on this link to read
the full article. |
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Values in Action by Mick
Yates
(Introduction to "Leader Values") |
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Today's ideas and innovations
can appear at breakneck speed and, given time, some evolve
into established value sets. This time lag has important
implications for leaders who must be able to distinguish
between a group's longer-term core values and shorter-term
ideas and strategies for change. Real transformational
change requires distributed leadership held together by
both clear strategic purpose and shared beliefs. |
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Please click on this link to read
the full article. |
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Leadership Values Are At the Root of The Global Crisis
by
Bruce Nixon |
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A new set of values based on
Corporate Social Responsibility and Sustainability is
proposed for business and political leaders if we are to
avert an impending crisis within our interconnected global
economic system. |
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Credibility Gap
by Nick Wright |
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Why is it that organisations
find it so difficult to match words and intentions with
positive action? |
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Servant-Leadership
by John Noble |
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In today’s fast changing
global economy there is a need for high-trust workplace
cultures and a sustaining philosophy that turns bosses
into coaches, cheerleaders — and servants. |
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The True
Professional
by Meg Wheatley |
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A poem generously donated to
this special issue of O & P. |
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Leadership Values,
Learning And Blind Spots
by Karen Blakeley |
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Without care, the personal goals and
motivational values of leaders will dominate their
idealistic values and influence vital decisions affecting
our organisations, communities and societies.
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Valuing Leadership
Development: A Practices & Challenge Approach
by John Burgoyne and Mike Pedler |
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Most leadership programmes are based on
models of competencies or personal qualities. These may be
helpful for personal development, but do they lead to
useful outcomes for the community or the organisation?
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Building A High-Vision
High-Values Leadership And Business Culture
by J M Sampath & Kalpana Sampath |
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Assessing leadership styles in terms of the
alignment between vision and values will encourage
understanding of conflicts and the effect of
misalignments, and help to develop a high vision-high
values leadership style. |
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Three-Tier Management: A
Structure For Trusted Managerial Leadership
by
John C. Bryan |
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three-level managerial structure establishes
accountability for the quality of managerial leadership,
provides a fairer mechanism, and enables timely talent
development while maintaining operational priorities.
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Building a Values-Driven
Organisation
by Sallie Lee & Joan Shafer |
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Understanding the personality and strengths of a culture
are essential prerequisites for the effective integration
of values. The most successful methods for extracting this
information are whole-systems based. |
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Wellness, the Key to
Healthy High Performance
by Pauline Crawford |
| Wellness
at work is more than physical and mental health; it
includes good practice and behaviours that raise
productivity. |
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Learning From Leaders
by Tim Le Lean |
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Transposing the traits of historical
leaders can be limiting. But by taking a creative
approach, the values and visions of historical figures can
serve as a personal benchmark towards personal
transformation |
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The Shadow-Side of
Leadership
by Paul Barber |
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Successful leadership emanates from our ability to foster
and maintain an authentic and person valuing relationship.
A critique of training and educational leadership as a
whole. |
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To request any of these articles, please
e-mail
amedoffice@amed.org.uk or telephone +44 (0)1480 493253.
Please note that there is a small handling charge from
AMED for this service |
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| To view the
AMED site visit
www.amed.org.uk |
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Back to the library of AMED's
"Organisations & People" Journals |
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