Leadership: [styles, role models, qualities, behaviours, concepts]
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
London u.a.
Kogan Page
2003
|
| Ausgabe: | 2. ed. |
| Schriftenreihe: | MBA masterclass series
|
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010110162&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Beschreibung: | Includes bibliographical references and index. |
| Umfang: | VII, 195 S. |
| ISBN: | 074943919X |
Internformat
MARC
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| 245 | 1 | 0 | |a Leadership |b [styles, role models, qualities, behaviours, concepts] |c Philip Sadler |
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Datensatz im Suchindex
| _version_ | 1819268515757031424 |
|---|---|
| adam_text | Contents
Preface xi
About the Author xiii
Acknowledgments xv
SECTION 1 Understanding Leadership
Chapter 1 Leadership Categories and Styles 2
Definitions of Leadership • Agricultural Education, FFA, and Leadership • Myths about Leaders
and Leadership • Leadership Categories ? The Big Picture • Democratic, Authoritarian, and
Laissez Faire Behavioral Leadership Styles • Situational (Contingency) Leadership
Chapter 2 Personality Types and Their Relationship to Leadership
and Human Behavior 30
Personality Types • Importance of Learning Personality Types • Comparison of Personality
Type with Extroverts and Introverts • Relationship Between Personality Type and Leadership
Style • Communication Styles of the Four Personality Types • Relationship Between
Personality Type, Group Decision Making, Learning Style, and Career Selection
Chapter 3 Learning Styles and Leadership 55
Misconceptions of Intelligence • Cognitive Learning • Affective Learning • Psychomotor
Learning • How We Learn • Learning Styles
Chapter 4 Developing Leaders 73
Importance of Personal Leadership Development • Attaining Group Acceptance • Types of
Individuals Who Emerge as Group Leaders • Ability, Experience, and the Opportunity to Lead
• Improvement of Leadership in the Workplace • Types of Leadership Traits, Abilities, and
Skills • Selecting Qualities of Successful Leaders • Human Relations Skills • Technical Human
Relations Skills • Technical Skills • Conceptual Technical Skills • Conceptual Skills
Chapter 5 Leading Teams and Groups 105
Democratic Group Leadership • Importance of Groups • Leading Teams • Types of Groups
• Organizing Groups • Group Dynamics • Group Development • Group Discussion
viii ¦ Contents
SECTION 2 Communication and Speaking to Groups
Chapter 6 Communication Skills 134
Communication and Leadership • The Purposes of Communication • Forms of
Communication • The Communication Process • Barriers to Effective Communication
• Overcoming Communication Barriers • Improving Communication Skills • Nonverbal
Communication • Feedback • Self Communication and Interpersonal Communication
Chapter 7 Reciting (FFA Creed) 159
Learning the FFA Creed • Reasons to Participate • Basic Principles of Speaking • Practicing
• Stage Fright and Nervousness • Establishing Rapport with the Audience • Delivery of the
Creed • Practical Steps and Fun Techniques for Saying the FFA Creed • National FFA Creed
Speaking CDE
Chapter 8 Prepared Speaking (FFA Public Speaking) 180
Planning a Speech • Select a Topic • Gather Information • Record Your Ideas • Make an
Outline • Write the Speech • Practice the Speech • Present the Speech • Answer Questions •
Listen and Evaluate • National FFA Prepared Public Speaking CDE • Speaking to Groups and
Organizations • Points to Remember
Chapter 9 FFA Extemporaneous Public Speaking. 204
Advantages of Extemporaneous Speaking • Disadvantages of Extemporaneous Speaking
• Preparation and Research • Developing Your Speech • PREP • Outlining Your Speech •
Practicing Your Extemporaneous Speech • Preparation Room • Note Cards • Delivery of Your
Speech • FFA Extemporaneous Public Speaking CDE • Judge s Score Sheet • Answering Questions
SECTION 3 Leading Individuals and Groups
Chapter 10 Basic Parliamentary Procedure 226
Characteristics of the Presiding Officer • Procedure for Properly Handling a Motion • Standard
Characteristics of a Motion • Purpose and Types of Voting • Main Motion (Original) • Motion
to Amend • Previous Question • Refer to a Committee • Lay Motion on the Table • Take
Motion from the Table • Motion to Postpone Definitely • Motion to Postpone Indefinitely
• Suspend the Rules • Rise to a Point of Order • Appeal from the Decision of the Chair •
Division of the House (Assembly) • Reconsider a Motion • Motion to Recess • Motion to
Adjourn • Order of Business (Agenda) • Common Parliamentary Errors and Misconceptions •
Quick Reference Guides
Chapter 11 Advanced Parliamentary Procedure 258
Duties of Presiding Officer • Decorum (Propriety) in Debate • Classification of Motions
• Fix the Time to Which to Adjourn • Question of Privilege • Limit or Extend Limits of Debate
• Parliamentary Inquiry • Division of the Question (Motion) • Motion to Withdraw
• Rescind • Call for the Orders of the Day • Object to Consideration of a Question
Contents ¦ IX
• Common Parliamentary Errors and Misconceptions • Taking Official Minutes • Serving
as a Qualified Parliamentarian • Parliamentary Procedure Contests
Chapter 12 Conducting Successful Meetings 284
Leadership Skills Developed • Skills Developed by Being an Officer • Basic Meeting
Communication Functions • Effect of Meetings on Developing Leader Sensitivity
• Characteristics of Good Meetings • Planning and Preparing for Meetings • Securing
Attendance at Chapter Meetings • Meeting Room Arrangements, Paraphernalia, Equipment,
and Supplies • Committees • Meetings That Inform and Motivate • Conducting Effective
Meetings • Group Member Involvement • Group Maturity • Officer Responsibilities •
Member Responsibilities • Program of Activities • Meeting Evaluation
SECTION 4 Managerial Leadership Skills
Chapter 13 Problem Solving and Decision Making 310
Importance of Problem Solving and Decision Making • Defining Problem Solving and Decision
Making • Mistakes in Problem Solving and Decision Making • Skills Needed in Problem
Solving and Decision Making • Decision Making Styles • Approaches to Problem Solving and
Decision Making • Steps in Problem Solving • Types of Problems and Decisions • Group
Problem Solving and Decision Making • Leadership Styles and Group Decision Making
Chapter 14 Goal Setting 330
Reasons for Having Goals • Benefits of Having Goals • Why People Do Not Set Goals • How
to Set Goals • Principles of Setting Goals • Steps in Goal Setting • Types of Goals • Medium
Range, Long Range, and Immediate Goals • Goal Setting the FFA Way
Chapter IS Time Management 358
Four Levels of Time Management • Urgent versus Important • Ultimate Effective Time
Management for Leaders • Setting and Prioritizing Personal and Professional Goals •
Balancing Personal and Professional Time • Analyzing Your Use of Time with a Daily Log •
Time Wasters • Managing Time More Effectively and Efficiently
Chapter 16 Positive Reinforcement and Motivation 381
Motivation • Characteristics of Motives • Theories of Motivation • Types of Reinforcement
• Reinforcement Scheduling • Positive Reinforcement • Forms of Positive Reinforcement
SECTION 5 Personal Development
Chapter 17 Self Concept 400
Importance of Self Concept • Ingredients of Self Concept • Factors That Affect the
Development of Self Concept • Developing a Positive Self Concept • Characteristics of People
with a Positive Self Concept • How Leaders Can Raise the Self Concept of Others
X ¦ Contents
Chapter 18 Attitudes 424
Importance of Attitude • Types of Attitude • How Attitudes Are Formed • How Attitude
Affects Behavior • Attitudes and Relationships • A Positive Attitude Can Help You • Attitude
or Skill • Changing Attitudes • Attitudes Valued by Employers • Attitude and Career Success
Chapter 19 Ethics in the Workplace 444
Values in Our Society • Terminal and Instrumental Values • Development of Values
• Determining Your Personal Values • Basic Societal Values • Workplace Ethics • Making
Ethical Decisions • Importance of Workplace Etiquette • Business Phone, Cellular Phone,
and E Mail Etiquette • Meeting Etiquette
SECTION 6 Transition to Work Skills
Chapter 20 Selecting a Career and Finding a Job 466
Why People Work • Terminology • Career Planning • Choosing a Job • Careers in
Production Agriculture, Agribusiness, and Agriscience • Agricultural Education and Job
Placement • Finding a Job
Chapter 21 Getting the Job: Resumes, Applications, and Interviews 491
Preparing a Resume • Letter of Application • Completing a Job Application Form
• Preparing for an Interview • Interviewing for the Job • After the Interview • Accepting
or Rejecting a Job
Chapter 22 Employability Skills: Keeping the Job 517
Skills Employers Want • Personal Management Skills • Teamwork Skills • Academic and
Technical Skills • Employability Characteristics of Successful Workers • Employer and
Employee Responsibilities • Respond to Authority • Ethics in the Workplace • Job Promotions
• Leaving a Job • Complaint and Appeal Process • Corporate Due Process • Personal and
Occupational Safety
Glossary 545
Appendix A The Shotgun Approach : Implementation of Key Principles of Learning. . 557
Appendix B Personality Characteristics 563
Appendix C Personality Profile 565
Appendix D Communication Styles 573
Appendix E Working with the Four Personality Types and Communication Styles .... 575
Appendix F Parliamentary Procedure Career Development Event 577
Appendix G Careers in Agriculture 584
Appendix H Jobs in Agriculture 586
Appendix I National FFA Job Interview Career Development Event 588
Index 599
|
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| publisher | Kogan Page |
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| series2 | MBA masterclass series |
| spellingShingle | Sadler, Philip Leadership [styles, role models, qualities, behaviours, concepts] Führung (DE-588)4018776-7 gnd |
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| title | Leadership [styles, role models, qualities, behaviours, concepts] |
| title_auth | Leadership [styles, role models, qualities, behaviours, concepts] |
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| title_full | Leadership [styles, role models, qualities, behaviours, concepts] Philip Sadler |
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| title_short | Leadership |
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