Download Flexible Leadership: Creating Value by Balancing Multiple by Gary Yukl, Richard Lepsinger PDF

Download Flexible Leadership: Creating Value by Balancing Multiple by Gary Yukl, Richard Lepsinger PDF

By Gary Yukl, Richard Lepsinger

When you are a supervisor or a coaching and improvement expert, you wish concrete feedback for directing your company via swiftly altering stipulations and hard demanding situations. versatile management deals a entire idea that integrates findings from varied disciplines and greater than a part century of study and explains how leaders can successfully improve the bottom-line functionality in their businesses. The authors supply illustrative examples of potent and useless management, together with a few from their very own consulting studies over the last 30 years in deepest and public quarter organisations. The publication contains information regarding management and administration behaviors that may be used to augment organizational performance.Improvement courses, administration platforms, and structural types that may be used to reinforce organizational performance.Integrating direct and oblique sorts of leadership.Balancing tradeoffs and competing calls for with regards to performance.Adapting management to altering situations.Integrating management methods at diversified degrees of an organization.Competencies suitable for powerful management.

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Additional resources for Flexible Leadership: Creating Value by Balancing Multiple Challenges and Choices

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Examples include environmental uncertainty and the nature of the competition. The last component consists of the direct and indirect forms of leadership used to influence the performance determinants. Each component of the model will be explained in more detail. The Performance Determinants The effectiveness of an organization depends on the three performance determinants identified earlier, which we regard as distinct leadership challenges. Efficiency involves the use of people and resources to carry out essential operations in a way that minimizes cost without sacrificing established standards of quality and safety.

The two meta-categories did not include behaviors directly concerned with encouraging and facilitating innovation and change. By the 1980s, change-oriented behavior was implicit in some theories of charismatic and transformational leadership, but it was still not explicitly recognized as a separate dimension or meta-category. 40 The meta-categories make it easier to find general relationships between leadership and organizational processes (to “see the forest for the trees”), but using them does not mean that the specific behaviors can be ignored.

Indirect Leadership Leaders can indirectly influence the performance determinants with the use of formal programs, management systems, and aspects of formal structure. 2 lists programs, management systems, and structural features that have been widely used to influence each performance determinant. CEOs and leaders of major subunits often have the authority to implement such programs, but lowlevel leaders seldom have this option. 2. 2. (Continued) • Collective learning programs (controlled experiments, after-activity reviews) • Knowledge management systems (expert directories and networks, best practices forums, knowledge sharing data bases and groupware) • Recognition and reward systems (focused on reinforcing innovation and adaptation) • Structural arrangements (small product/client divisions, product managers, cross-functional project development teams, design of facilities and work sites, R&D departments) • Growth and diversification strategies (acquisitions, strategic alliances, foreign subsidiaries) leadership behavior, these formal programs and systems are likely to have consequences for more than one type of performance determinant.

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