by School of Education and Human Development, George Washington University in Washington, D.C .
Written in English
|Statement||by Estela M. Bensimon, Anna Neumann and Robert Birnbaum ; prepared by ERIC Clearinghouse on Higher Education in cooperation with Association for the Study of Higher Education|
|Series||ASHE-ERIC higher education report -- no. 1, ASHE-ERIC higher education report -- 1989, no. 1|
|Contributions||Neumann, Anna, Birnbaum, Robert., ERIC Clearinghouse on Higher Education, Association for the Study of Higher Education|
|The Physical Object|
|Pagination||xvi, 109 p. ;|
|Number of Pages||109|
|LC Control Number||89-62601|
Additional Physical Format: Online version: Bensimon, Estela Mara. Making sense of administrative leadership. Washington, D.C.: School of Education and Human. The ethos of this book is that you need to consciously choose the nature of the role you play." In `Making Sense of Leadership' Esther Cameron and Mike Green identify the key roles that effective leaders employ and propose routes for the reader to expand their own repertoire of leadership roles `from the inside out'/5(5). Leadership in Administration is, perhaps, his masterpiece: a lucid, rigorous, yet humane analysis of the essential task of leadership that brilliantly reaffirms the organic, value-infused character of a successful enterprise, whether private or public. The central concepts of the book―'mission,' 'distinctive competence'―have become so much Cited by: Leadership is a critical concern in this day and age, and Drath's monograph presents a critical reflection on an emerging alternative view on leadership as a process of meaning making. In this short work, Drath presents several key concepts that he further develops in some of his later by:
steps to effective sensemaking, grouped under enabling leaders to explore the wider system, create a map of that system, and act in the system to learn from it. It illustrates how rigidity, leader dependence, and erratic behavior get in the way of effective sensemaking, and how one might teach sensemaking as a core leadership capability. TheFile Size: KB. Author (s): Prof. Charles H. Fine. Project Management for Instructional Designers. The book is well-designed for the intended audience of instructional designers. Topics covered includes: Introduction to Project Management, Project Profiling, Project Phases and Organization, Understanding and Meeting Client Expectations, Working with People on. Making Sense of Leadership Making Sense of Leadership Pops, Gerald M. Montgomery Van Wart, Dynamics of Leadership in Public Service: Theory and Practice (Armonk, NY: M. E. Sharpe, ). pp., $ (hardbound), ISBN: The author of a major work on values in public administration () and a trainer of executive officers, Montgomery . Making Sense of a Public, Disciplinary Background and Administrative Leadership mundane business of making our way as best we can. Outwardly, this view of leadership is concerned with labeling and persuasion and in giving meaning to others by articulating.
Intelligent Leadership equips you with the knowledge, skills, and passion you need to become the leader you were meant to be. It's a book for any leader who wants to become more effective, strategic, operationally focused, and balanced. It's a book for leaders who are striving to take control of their destiny and become the best they can be. COVID Resources. Reliable information about the coronavirus (COVID) is available from the World Health Organization (current situation, international travel).Numerous and frequently-updated resource results are available from this ’s WebJunction has pulled together information and resources to assist library staff as they consider how to handle coronavirus. Making Sense of Leadership: Exploring the Five Key Roles Used by Effective Leaders, by Esther Cameron and Mike Green is another fine example of leadership research effectively and concisely repackaged for appreciation and application by a popular audience/5. Sensemaking or sense-making is the process by which people give meaning to their collective experiences. It has been defined as "the ongoing retrospective development of plausible images that rationalize what people are doing" (Weick, Sutcliffe, & Obstfeld, , p. ).The concept was introduced to organizational studies by Karl E. Weick in the s and has affected both theory and .