Leadership in ActionVolume 30, Issue 1 p. 19-22 Departments Face to face—Coolness under fire: A conversation with James Cavanaugh Stephen Rush, Stephen Rush Editor, Leadership in ActionSearch for more papers by this author Stephen Rush, Stephen Rush Editor, Leadership in ActionSearch for more papers by this author First published: 07 April 2010 https://doi.org/10.1002/lia.1322AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume30, Issue1March/April 2010Pages 19-22 RelatedInformation
Leadership in ActionVolume 29, Issue 6 p. 16-19 Departments Face to face—Keeping the keepers: A conversation with Beverly Kaye Stephen Rush, Stephen Rush Editor, Leadership in ActionSearch for more papers by this author Stephen Rush, Stephen Rush Editor, Leadership in ActionSearch for more papers by this author First published: 22 February 2010 https://doi.org/10.1002/lia.1314AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume29, Issue6January/February 2010Pages 16-19 RelatedInformation
In recent years, headlines in the business pages have underscored the fact that some corporate leaders leave a lot to be desired in the area of character. Yet because it is subjective and controversial, the issue of character has largely been left out of the equation when it comes to training and preparing leaders. If undertaken with the right perspective, however, there are ways to develop character in leaders.
The unique elements in the public school setting in the United States demand a more customized approach to the development of its leaders. It is important to articulate how leader development affects student learning and achievement, the particular skills and capabilities that are critical for success in educational settings, and development strategies and tactics that support skill attainment and application and that equip participants with the means to develop capacity in others.
Organizations can best gain an advantage over their competitors by practicing strategic leadership. But how is strategic leadership accomplished, and who in an organization should be responsible for it? Strategic leadership is a complex process of thinking, acting, and influencing, and it can be exercised not just by individuals but also by teams.
In today's increasingly volatile and complex organizational environment, it's as important as ever for leaders to understand themselves. But it's no longer enough for them to be aware of their capabilities, motivations, styles, and values. Leaders now must also gain knowledge of their social identities–their membership in certain social groups defined by categories such as gender, race, and religion and the implications of belonging to these groups.
Leadership in ActionVolume 30, Issue 1 p. 23-24 Departments Issues & Observations—Avoiding the power trap in uncertain times Edward M. Marshall, Edward M. Marshall marshalle@ccl.org Senior partner, CCL specializing in organizational leadershipSearch for more papers by this author Edward M. Marshall, Edward M. Marshall marshalle@ccl.org Senior partner, CCL specializing in organizational leadershipSearch for more papers by this author First published: 07 April 2010 https://doi.org/10.1002/lia.1323AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article. Volume30, Issue1March/April 2010Pages 23-24 RelatedInformation
Being a best-in-the-world organization is no longer enough in today's business environment; global citizens and stakeholders are now demanding that organizations also be the best for the world. In response, more and more organizations are embracing the practice of global responsibility. But to do so, they must meet a set of challenges, nurture certain mind-sets, and take specific actions.
Leadership in ActionVolume 29, Issue 6 p. 23-24 Departments Issues & observations—Staying ahead of the chaos curve Edward M. Marshall, Edward M. Marshall marshalle@ccl.org Senior partner, CCLSearch for more papers by this author Edward M. Marshall, Edward M. Marshall marshalle@ccl.org Senior partner, CCLSearch for more papers by this author First published: 22 February 2010 https://doi.org/10.1002/lia.1316AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume29, Issue6January/February 2010Pages 23-24 RelatedInformation
Leadership in ActionVolume 29, Issue 6 p. 14-15 Research Article A question of leadership How can leaders best deal with the stress produced by the “dark side” of management—imposing layoffs, budget cuts, and other downsizing measures? Kerry Bunker, Kerry Bunker Former senior program associate, CCL, GreensboroSearch for more papers by this authorMichael Wakefield, Michael Wakefield Former senior program associate, CCL, GreensboroSearch for more papers by this author Kerry Bunker, Kerry Bunker Former senior program associate, CCL, GreensboroSearch for more papers by this authorMichael Wakefield, Michael Wakefield Former senior program associate, CCL, GreensboroSearch for more papers by this author First published: 22 February 2010 https://doi.org/10.1002/lia.1313Citations: 2AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article.Citing Literature Volume29, Issue6January/February 2010Pages 14-15 RelatedInformation
As virtual teams become more prevalent, organizations need to take a close look at how they can best ensure the success of these teams. Leaders of virtual teams, who must manage from a distance, face unique issues and challenges. A recent study sheds some light on how the leaders of virtual teams can enhance team performance.
Leadership in ActionVolume 28, Issue 6 p. 23-24 Reader forum: Achieving results through joy Oshana Himot, Oshana Himot oshanaben@yahoo.com No AffiliationSearch for more papers by this author Oshana Himot, Oshana Himot oshanaben@yahoo.com No AffiliationSearch for more papers by this author First published: 18 February 2009 https://doi.org/10.1002/lia.1274Citations: 1AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article.Citing Literature Volume28, Issue6January/February 2009Pages 23-24 RelatedInformation
Leadership in ActionVolume 29, Issue 2 p. 20-24 Departments Issues & Observations—The luxury of tough times: Five terrific questions Keir Carroll, Keir Carroll Founder and head of Keir Carroll & AssociatesSearch for more papers by this author Keir Carroll, Keir Carroll Founder and head of Keir Carroll & AssociatesSearch for more papers by this author First published: 16 June 2009 https://doi.org/10.1002/lia.1287AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume29, Issue2May/June 2009Pages 20-24 RelatedInformation
Leadership in ActionVolume 29, Issue 1 p. 23-24 Reader forum—How China is aiming to win the innovation game Hamsa Thota, Hamsa Thota President of Innovation Business DevelopmentSearch for more papers by this author Hamsa Thota, Hamsa Thota President of Innovation Business DevelopmentSearch for more papers by this author First published: 16 April 2009 https://doi.org/10.1002/lia.1281AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article. Volume29, Issue1March/April 2009Pages 23-24 RelatedInformation
Leadership in ActionVolume 29, Issue 3 p. 17-19 Departments In Focus/Virtual Learning—Leader development gets a second life Cresencio Torres, Senior enterprise associate, CCLSearch for more papers by this authorRobert Brodnick, Assistant provost, University of the PacificSearch for more papers by this authorDavid Powell, Coaching talent manager, CCLSearch for more papers by this author Cresencio Torres, Senior enterprise associate, CCLSearch for more papers by this authorRobert Brodnick, Assistant provost, University of the PacificSearch for more papers by this authorDavid Powell, Coaching talent manager, CCLSearch for more papers by this author First published: 18 August 2009 https://doi.org/10.1002/lia.1293AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onEmailFacebookTwitterLinked InRedditWechat No abstract is available for this article. Volume29, Issue3July/August 2009Pages 17-19 RelatedInformation
Leadership in ActionVolume 29, Issue 3 p. 22-24 Departments Issues & Observations— Realizing the power of candid conversations TZiPi Radonsky, TZiPi Radonsky Rabbi and a longtime adjunct coach, CCLSearch for more papers by this authorLyndon Rego, Lyndon Rego Director, CCL's Innovation IncubatorSearch for more papers by this author TZiPi Radonsky, TZiPi Radonsky Rabbi and a longtime adjunct coach, CCLSearch for more papers by this authorLyndon Rego, Lyndon Rego Director, CCL's Innovation IncubatorSearch for more papers by this author First published: 18 August 2009 https://doi.org/10.1002/lia.1295AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume29, Issue3July/August 2009Pages 22-24 RelatedInformation
Leadership in ActionVolume 28, Issue 6 p. 12-13 A question of leadership: What does effective leadership look like in a virtual work environment, and can Web-based leadership operate the same way that face-to-face leadership does? Laura Erskine, Laura Erskine lerskine@ilstu.edu Assistant professor, College of Business, Illinois State UniversitySearch for more papers by this author Laura Erskine, Laura Erskine lerskine@ilstu.edu Assistant professor, College of Business, Illinois State UniversitySearch for more papers by this author First published: 18 February 2009 https://doi.org/10.1002/lia.1270Citations: 2AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article.Citing Literature Volume28, Issue6January/February 2009Pages 12-13 RelatedInformation
In times of uncertainty, turbulence, and intense competition like these, companies now more than ever need to focus on strengthening their pipelines of talent and ensuring successful leadership transition. The example of a large hydrocarbon exploration and production company in India shows how to tackle the challenge.
Leadership in ActionVolume 28, Issue 6 p. 20-22 In focus/coaching: Business leaders reflect on coaching cultures Merrill C. Anderson, Merrill C. Anderson Chief business architect, CylientSearch for more papers by this authorCandice Frankovelgia, Candice Frankovelgia Coaching portfolio manager and a senior faculty member, Center for Creative Leadership, Colorado SpringsSearch for more papers by this authorGina Hernez-Broome, Gina Hernez-Broome Senior faculty member, , Center for Creative Leadership, Colorado SpringsSearch for more papers by this author Merrill C. Anderson, Merrill C. Anderson Chief business architect, CylientSearch for more papers by this authorCandice Frankovelgia, Candice Frankovelgia Coaching portfolio manager and a senior faculty member, Center for Creative Leadership, Colorado SpringsSearch for more papers by this authorGina Hernez-Broome, Gina Hernez-Broome Senior faculty member, , Center for Creative Leadership, Colorado SpringsSearch for more papers by this author First published: 18 February 2009 https://doi.org/10.1002/lia.1273Citations: 12AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article.Citing Literature Volume28, Issue6January/February 2009Pages 20-22 RelatedInformation
