W hen choosing someone to assume a leadership position in a com- plex organization, many criteria are typically considered, including decisionmaking ability, industry knowledge, technical savvy, ability to build and lead a team, and interpersonal skills. In today's world the list of key leadership c
From the president
โ Scribed by John R. Alexander
- Publisher
- John Wiley and Sons
- Year
- 2004
- Weight
- 35 KB
- Volume
- 24
- Category
- Article
- ISSN
- 1093-6092
- DOI
- 10.1002/lia.1066
No coin nor oath required. For personal study only.
โฆ Synopsis
T his summer the world was transfixed by two events: the death of President Ronald Reagan and the transfer of political authority in Iraq from the United States to the new Iraqi government. In the case of the latter the stakes couldn't be higher, and the price paid in lives lost and injured has already been severe. Juxtaposed against this volatile and deadly crucible of Middle Eastern politics came news of Reagan's death. The outpouring of sentiment for the Gipper was heartfelt, if bathed in the glow of nostalgia for an earlier, seemingly happier era in the United Stateswhen the enemy (Soviet-style communism) was clearly identified and symbolically dispatched with the fall of the Berlin Wall, just after Reagan left office. These recollections of the Reagan era, however rose-colored, caused me to look for lessons of leadership that might be applied from Reagan's example to the present day. Although I wasn't a fan of many of his policies, I can't help admiring the way he handled himself as a leader.
๐ SIMILAR VOLUMES
A s I began writing this piece, I was trying to convey some sense of the great diversity of peoples and cultures in the Asia-Pacific region-the geographical and demographical extremes across this huge area and the transformations over recent decades that make it the fastest-growing region in the glo
T he latest buzzword in human resource circles is talent management. It's a catchall phrase for all the things organizations do (or should do) to recruit, develop, manage, retain, and reward staff members who are best qualified to accomplish organizational objectives. More and more organizations are
T his issue marks the beginning of the twenty-fifth year for Leadership in Action. During this time, in the course of well over a hundred issues containing nearly five hundred features and columns, the aim of this publication has remained constant: to contribute to the improvement of individuals and
T he 1980s and early 1990s were often portrayed by the news media as an era when tough-talking, hot-tempered leaders ruled corporate America. The midto late 1990s, in contrast, were depicted as a gentler time, when executives treated employees more compassionately. Now it seems the pendulum has swun