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Books on the topic 'Leadership position'

Author: Grafiati

Published: 4 June 2021

Last updated: 31 May 2022

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1

Arnander, Fredrik. We are all leaders: Leadership is not a position-- it's a mindset. Capstone, 2013.

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2

Tom, Davidson. The 8 greatest mistakes new managers make: Surviving your transition to a leadership position. Rumford Academy Publishing, 2010.

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3

Bellman, Geoffrey M. Getting things done when you are not in charge: How to succeed from a support position. Berrett-Koehler Publishers, 1993.

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4

Yeck, William S. Old Miami leadership study: Four fields of endeavor where a significant number of Old Miami alumni achieved a leadership position : education, government, military, journalism. s.n.], 2006.

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5

Sanaghan, Patrick. Presidential transitions: It's not just the position, it's the transition. Praeger Publishers, 2008.

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6

Creusen, Utho, Nina-Ric Eschemann, and Thomas Johann. Positive Leadership. Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-8953-6.

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7

Mike, Magee. Positive leadership. Spencer Books, 2000.

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8

Creusen, Utho, and Gordon Müller-Seitz. Das Positive-Leadership-GRID. Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-8532-3.

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9

Education: Leadership in positive ways. Red Lead Press, 2008.

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10

McVay, L. A., ed. Rural women in leadership: positive factors for leadership development. CABI, 2013. http://dx.doi.org/10.1079/9781780641607.0000.

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11

Positive leadership: Strategies for extraordinary performance. 2nd ed. Berrett-Koehler Publishers, 2012.

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12

E, Baker Thomas. Positive police leadership: Problem-solving planning. Looseleaf Law Publications, 2012.

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13

Positive leadership: Strategies for extraordinary performance. Berrett-Koehler Publishers, 2008.

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14

Reality check: Women in leadership positions in Uganda. Forum for Women in Democracy (FOWODE), 2014.

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15

Dhiman, Satinder, and Joan Marques, eds. New Horizons in Positive Leadership and Change. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-38129-5.

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16

Supervising today: A guide for positive leadership. 2nd ed. Wiley, 1986.

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17

Pegg, Mike. Positive leadership: How to build a winning team. Mercury, 1991.

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18

Pegg, Mike. Positive leadership: How to build a winning team. Lifeskills, 1989.

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19

Albert, Isaac O. Mainstreaming positive leadership in conflict transformation in Nigeria. Centre for Social Science Research and Development, 2003.

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20

Positive leadership: How to build a winning team. Pfeiffer & Co., 1995.

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21

The leadership road: Positive actions that drive results. Llumina Pr., 2009.

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22

Visions of grandeur: Leadership that creates positive change. Moody Press, 1994.

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23

Positive psychology at work: How positive leadership and appreciative inquiry create inspiring organizations. Wiley-Blackwell, 2011.

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24

Zink, Jeffrey. Hammer-proof: A positive guide to values-based leadership. Peak Press, 1998.

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25

The positive deviant: Sustainability leadership in a perverse world. Earthscan, 2010.

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26

Us plus them: Tapping the positive power of difference. Harvard Business Press, 2012.

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27

The Authentic Leader: It's About Presence, Not Position. DC Press, 2006.

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28

Stepping Up!: Discover the Power of Your Position. FaithWords/Hachette Book Group, 2019.

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29

Osteen, Joel, and Johnny McGowan. Stepping Up!: Discover the Power of Your Position. FaithWords, 2020.

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30

Leading with Character and Competence: Moving Beyond Title, Position, and Authority. Berrett-Koehler Publishers, 2016.

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31

Arnander, Fredrik. We Are All Leaders: Leadership Is Not a Position, It's a Mindset. Wiley & Sons, Limited, John, 2012.

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32

Arnander, Fredrik. We Are All Leaders: Leadership Is Not a Position, It's a Mindset. Wiley & Sons, Incorporated, John, 2012.

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33

Arnander, Fredrik. We Are All Leaders: Leadership Is Not a Position, It's a Mindset. Wiley & Sons, Incorporated, John, 2012.

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34

Müller, Henriette, and Ingeborg Tömmel, eds. Women and Leadership in the European Union. Oxford University Press, 2022. http://dx.doi.org/10.1093/oso/9780192896216.001.0001.

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This volume is the first comprehensive analysis of women’s ascendance to leadership positions in the European Union (EU) as well as their performance in such positions. It provides a new theoretical and analytical framework capturing both positional and behavioral leadership and the specific hurdles that women encounter on their path to and when exercising leadership. The volume encompasses a detailed set of single and comparative case studies, analyzing women’s representation and performance in the core EU institutions and their individual pathways to and exercise of power in top-level functions, as well as comparative analyses regarding the position and behavior of women in relation to men. On the basis of these individual studies, the volume draws overarching conclusions about women’s leadership in the EU. Regarding positional leadership, women continue to be underrepresented in leadership positions, they more often hold less prestigious portfolios in such positions, and manifold structural hurdles hamper their access to power. Furthermore, huge variations exist across EU institutions, with the intergovernmental bodies being the hardest to access. Regarding behavioral leadership, women acting in powerful EU positions generally perform excellently. They successfully exercise a combined leadership style that integrates attributes of leadership considered to be “masculine” and “feminine.” This is not to argue that women per se are the better leaders. Yet more often than men they are exposed to stronger selection processes and their prevalent practice of a combined leadership style tends to best meet the requirements of modern democratic systems and particularly those of the highly fragmented EU.

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35

Larry, Thomas, ed. Playing your position: Investing yourself in others. Gospel Pub. House, 2000.

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36

Franzen, Trisha. Compromised Leadership. University of Illinois Press, 2017. http://dx.doi.org/10.5406/illinois/9780252038150.003.0006.

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This chapter examines the early years of Anna Howard Shaw's National American Woman Suffrage Association (NAWSA) presidency. With little scholarship on Shaw's leadership, most historians follow the position originated by Eleanor Flexner that Shaw's tenure was chaotic and that Shaw an ineffective administrator. The only major challenge to this view comes from the late Sarah Hunter Graham and her argument that these were the years of a suffrage renaissance. The tensions and conflicts under Shaw's leadership were essential for the change that revitalized the NAWSA. Key challenges involved economic and racial issues, the focus on the federal amendment, and what the move to New York and the professionalization of the staff meant. Feminist suffrage scholarship generally has concluded that a conservative and racist NAWSA and Shaw were finally challenged by younger, more radical leaders. However, a close examination of Shaw's presidency finds that the dynamics within the NAWSA and the suffrage struggle to be far more complex.

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37

Greenwald, Marian Margaret. THE NURSING EDUCATION EXECUTIVE POSITION: FACTORS THAT INFLUENCE LEADERSHIP DEVELOPMENT (FACULTY, DEAN'S ROLE). 1986.

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38

author, Norris Charles, and Warech Jon author, eds. Slam-dunk success: Leading from every position on life's court. Center Street, 2017.

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39

Parker, Charles F. Jerry Brown and the Triumph of Leadership. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198783848.003.0006.

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In 2010, Jerry Brown completed a remarkable political comeback by winning an overwhelming electoral victory to return to the office of Governor of California, a position he first won in 1974 and again in 1978. Upon embarking on his third term as governor, Brown inherited a broken and broke state, since the outgoing governor, Arnold Schwarzenegger, left office with a budget deficit of nearly $27 billion. By 2014, Brown had turned the state’s financial situation around by cutting spending and increasing taxes. The result was a large budget surplus and the restoration of the Golden State’s economic and political health. This chapter utilizes the LCI to make sense of how Jerry Brown has made use of his powers of public persuasion and the powers of his office to master the state’s unwieldy political system and control its public finances while securing an unprecedented fourth gubernatorial term.

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40

ISLAM MISREPRESENTED BY MUSLIMS: Spread of Islam, fabrication of misgivings by its opponents, decline in leadership, current position of Muslims. House of Tourist Information, Chitral, 2008.

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41

Müller, Henriette. Political Leadership and the European Commission Presidency. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780198842002.001.0001.

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The EU’s pluralistic, nonhierarchical system of multilevel governance lacks clear structures of both government and opposition. According to the EU treaties, the presidency of the European Commission is thus not explicitly expected to exercise political leadership. However, the position cannot effectively be exercised without any demonstration of such leadership due to its many leadership functions. Examining this curious mix of strong political demands, weak institutional powers, and need for political leadership, this book systematically analyzes the political leadership performance of the presidents of the European Commission throughout the process of European integration. The basic argument is that Commission presidents matter not only in the process of European integration, but that their impact varies according to how the different incumbents deal with the institutional structure and the situational circumstances, and thus their available strategic choices. The primary research question is thus: What makes political leadership in European governance successful and to what extent (and why) do Commission presidents differ in their leadership performance? In addressing this question, this book departs from existing research on EU leadership, which has to date often analyzed either the EU’s institutional structure and its potential for leadership or mainly focused on only the most recent incumbents in case study analyses. Focusing on the multiterm European Commission presidents Walter Hallstein, Jacques Delors, and José Manuel Barroso, this book conceptualizes their political leadership as a performance, and thus systematically analyzes their agenda-setting, mediative-institutional, and public outreach performance over the entire course of their presidential terms.

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42

Goldstein, Larry Joel. Presidential Transitions: It's Not Just the Position, It's the Transition. Rowman & Littlefield Education, 2009.

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43

POSITIVE LEADERSHIP. G, 1994.

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44

Positive Leadership. Management Books 2000, 1993.

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45

Positive Leadership. Management Books 2000 Ltd, 1994.

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46

Mike, Magee. Positive Leadership. 2nd ed. Pfizer/Spencer Books, 1995.

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47

Hermans, Hubert J. M. Positioning and Democracy in the Self. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190687793.003.0003.

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An expanded position model is presented that enables to study the following features of the self as society: meta-positions as “leadership” positions in the self, offering a broad and long-term scope in a multipositioned, democratically organized self; promoter positions stimulating its further development; power distance and emotional distance as basic dimensions in the mini-society of the self; the accessibility of I-positions allowing a free entrance so that they can be experienced in their inside qualities; their exit providing a way to leave a position and preventing the feeling of being locked up in an I-prison; a procedure to get in touch with “shadow” positions as undesirable or rejected parts of the self; and different types of boundaries of positions (soft, rigid, spongy, and flexible), with flexible ones as optimal for the communication between I-positions in complex social and societal situations.

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48

Institute of Land Warfare (Association of the United States Army)., ed. The Sergeants Major of the Army: On leadership and the profession of Arms : quotations by and about the Sergeants Major of the Army from the first 30 years of the position. Institute of Land Warfare, Association of the United States Army, 1996.

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49

Presidential Transitions: It's Not Just the Position, It's the Transition (ACE/Praeger Series on Higher Education). Praeger Publishers, 2007.

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50

Wilson, Keeley. A Fading Star. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198777199.003.0007.

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Covering the period 2006–11, in this chapter we see how the seeds of destruction that were unknowingly sown in the early 2000s come to fruition. Nokia was collapsing from within well before Apple or Google became competitors, leaving Nokia’s new management team in a difficult position in which developing a successful managerial response to the changed external environment had become all but impossible. Successive reorganizations, a lack of technology leadership, and the collapse of the strategy process all contributed to Nokia rapidly losing its leadership position. The chapter also looks at the options Nokia’s management team considered with regard to its smartphone strategy before ultimately choosing an alliance with Microsoft.

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