Documents leadership 74 results

"Where other books tell you about emotional intelligence, this book provides the roadmap to put it in action. At the Heart of Leadership delivers a compelling case for leaders to attend to their own and their people's emotions as a critical asset for optimal performance. Then it shows you how. You will learn the Six Seconds EQ Model, a practical three-step process to become more effective with emotions -- plus use the code in the back of the book for a free assessment of your EQ strengths. There are a handful of people in the world who have proven experience raising organizational performance with emotional intelligence. Freedman is one of the leaders. Using stories and data from his work around the world with organizations such as the US Marine Corps, Schlumberger, and FedEx, Freedman provides a practical guide to this critical topic. This book will show you how to lead more effectively by engaging your own and your peoples."

"Face aux enjeux de la numérisation de l'industrie et des évolutions des modèles d'affaire, comment les entreprises du Mittelstand s'arment-elles ou s'adaptent-elles ? Un nouvel écosystème numérique est-il en train de se structurer pour renouveler le leadership industriel du modèle allemand ? Nourri du regard des chefs d'entreprises et des parties prenantes de l'écosystème allemand, ce livre nous donne de précieuses clés pour comprendre comment l'État allemand et les acteurs du terrain appréhendent le concept d'Industrie 4.0. Au-delà de la dimension technologique de cette quatrième révolution industrielle, ce livre, illustre, exemples à l'appui, les nouvelles formes de coopération liées à la numérisation de l'industrie et identifie l'émergence d'une nouvelle économie des complémentarités entre entreprises. Celle-ci révèle la dimension désormais stratégique de la compétitivité relationnelle entre acteurs privés et publics. Le cabinet KOHLER C&C a depuis 2013 conduit une soixantaine d'interviews avec l'ensemble des parties prenantes d'Industrie 4.0 et également avec les différents acteurs de la plateforme Industrie du futur. Il s'agit du premier travail approfondi d'analyse d'Industrie 4.0."

"Union approaches in relation to the global recalibration of work and employment relations and practices over the last three decades are being worked out in practice. The question for unions is by which means they either have leverage or the potential to exercise power in relation to state and corporate decisions and strategies. Unions thus face challenging questions about the ways they organize, exercise their capacities and attempt to meet their purposes. With reference to the Australian maritime sector, the study examines the ways the main union, the Maritime Union of Australia, developed multi-scalar approaches to localized events. The problem unions face is to defend and advance workers' interests. The task is to organize, to realize their capacities to defend and advance maritime workers' interests, increasingly in multi-scalar ways.The argument is that leaderships and activity that ‘bridge' scalar relationships are an important condition in this process. There appears to be a complex set of cross-connections between the local, the national and the international. While transnational connectivity increasingly defines contemporary forms of trade unionism, these scalar relations are defined in relation to the workplace, the everyday world, and by the ways that transport is a defining characteristic of the global world. These relations constitute contemporary class struggle where work and employment relations are always in a process of change and development. Trade unionism, thus, remains a collective expression of power relations, in an increasingly internationalized world of work and employment.Thus, this research presents important lessons for multi-scalar organization and campaigning by unions to realize their capacities and purpose. Nonetheless, this study is only a beginning. While it indicates the processes of bridging, the next step is to investigate the variety of ways that bridging may take place and with what outcomes for the development of multi-scalar activity."

"Organizations are increasingly offering flexible work arrangements (FWA), which are associated with a variety of individual and organizational outcomes. Supervisors may support, discourage or prohibit employees' access to and use of such programs. These actions and decisions can affect employees' feelings of being respected, and their endorsement of their supervisor – that is, matters that affect employees' motivation to work in pursuit of group and organizational goals. In the present paper, we take a fresh look at these relationships by proposing, in line with the social identity approach, that they are moderated by leader in-group prototypicality (i.e. the supervisor's representativeness of group identity). Results from two large sample surveys a year apart at one organization show that employees with supervisors who allow more FWA feel more respected as well as express stronger endorsement of their leaders. Importantly, both of those relationships are moderated by the degree of the supervisor's in-group prototypicality, but in opposite ways. The association of FWA allowance with respect increases slightly under conditions of higher prototypicality. However, the association of FWA allowance with endorsement of leaders increases more strongly under conditions of lower prototypicality. The discussion considers theoretical, practical and research implications of these findings. "

"Scant research exists examining the effect of HRM practices on employee behavior in Merger and acquisition (M&A) integration and the role that leaders play within this. This paper develops a conceptual framework that focuses on the moderating role of transformational leadership on the achievement of human integration and organizational identification in M&A integration. We argue that communication, employee involvement, teamwork, and training and development have a positive effect on employee behavior and their identification with the newly formed organization. Moreover, we argue that transformational leadership behaviors will moderate the implementation of HRM practices in M&As, leading to positive employee behavior and employee identification in the new organization. We suggest that further research is necessary to test propositions of the present study in order to achieve finer-grained understanding of the role of transformational leadership on the achievement of human integration and organizational identification in M&A integration. "

"In recent years climate change has emerged as an issue of central political importance while the EU has become a major player in international climate change politics. How can a 'leaderless Europe' offer leadership in international climate change politics - even in the wake of the UK's Brexit decision? This book, which has been written by leading experts, offers a critical analysis of the EU leadership role in international climate change politics. It focuses on the main EU institutions, core EU member states and central societal actors (businesses and environmental NGOs). It also contains an external perspective of the EU's climate change leadership role with chapters on China, India and the USA as well as Norway. Four core themes addressed in the book are: leadership, multilevel and polycentric governance, policy instruments, and the green and low carbon economy. Fundamentally, it asks why we have EU institutional actors, why certain member states and particular societal actors tried to take on a leadership role in climate change politics and how, if at all, have they managed to achieve this? This text will be of key interest to scholars, students and practitioners in EU studies and politics, international relations, comparative politics and environmental politics."

"This study explores the leadership specifics of managers in a transition country. Based on leadership theory and the specificity of the business services sector in Bulgaria, we explore three hypotheses, plus a further question, as to whether there is a difference in leadership style in three specific business sectors (IT, finance and consultancy). Both quantitative and qualitative analysis were applied to empirical data collected from 35 business organisations (and from 468 respondents) in Bulgaria in order to analyse the research questions. The statistical analysis supports some aspects of our concept approach: the data verify that Bulgarian managers use both transactional and transformational leadership styles. Consistent with the culture-specific view of leadership, the socio-cultural context proves an influence on the leadership style of managers in Bulgaria. The empirical data and our analyses also show that gender is a factor variable that, to a certain extent, determines leadership style although further analysis is needed to verify the precise correlation. "