Read e-book online A Higher Standard: Leadership Strategies from America's PDF

By Ann Dunwoody, Sandberg Sheryl

ISBN-10: 0738217808

ISBN-13: 9780738217802

On June 23, 2008, President George W. Bush nominated Ann Dunwoody as a four-star basic within the US Army—the first time a lady had ever accomplished that rank. the scoop generated pleasure worldwide. Now retired after approximately 4 many years within the military, Dunwoody stocks what she realized alongside the way in which, from her first command best a hundred infantrymen to her ultimate project, within which she led a $60 billion company of over 69,000 staff, together with the Army's worldwide offer chain in help of Iraq and Afghanistan.
What was once the driver in the back of Dunwoody's good fortune? whereas her expertise as a logistician and her empathy in facing fellow squaddies helped her upward push during the ranks, Dunwoody additionally discovered that precise leaders by no means cease studying, refining, turning out to be, and adapting. In the next typical, Dunwoody information her evolution as a soldier and divulges the center management rules that helped her in achieving her old appointment. Dunwoody's ideas are acceptable to any chief, regardless of the dimensions or scope of the association. They comprise classes equivalent to "Never stroll by way of a Mistake," a mandate to acknowledge while anything is inaccurate, huge or small, and to carry humans in charge. not just can this store billions for undefined, it can
sometimes shop the lives of infantrymen and voters. She additionally advises that "Leaders Aren't Invincible—Don't try and Be": to be our greatest, we need to recognize our worst. and she or he encourages readers to "Leverage the ability of Diversity" through growing groups of individuals from various backgrounds to supply a huge variety of principles and devise the best-informed decisions.
With those and different guiding ideas, the next normal deals sensible, tactical recommendation that everybody can use to steer and accomplish with greatest luck.

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Because of their need to dominate and control other people, executives of this type will deeply resent any form or use of authority by others. They are frequently preoccupied with people’s hidden motives and look for confirmation of their suspicions. They evince a great concern about details, often amplifying and elaborating on them. Such executives will feel easily slighted, and their lack of trust and confidence in others can make them extremely self-conscious, reserved, and moody, prone to dramatic mood swings.

Though the existing repertoire of ‘rational’ concepts has proven time and again to be insufficient to untangle the really knotty problems that trouble organizations, the myth of rationality persists. Consequently, organizational behavior concepts used to describe processes such as individual motivation, leadership, interpersonal relationships, group and inter-group processes, corporate culture, organizational structure, change, and development are based on behaviorist models, with an occasional dose of humanistic psychology thrown into the equation for good measure.

We reduce cognitive dissonance by altering our belief or desire states, even if doing so leads to irrational behavior. Of course, it can often be difficult to tell where an objective consideration of realities leaves off and rationalization begins. But trying to justify our behavior or beliefs while failing to recognize the inconsistencies or contradictory evidence is a good illustration that human beings can engage in what appears as extremely irrational behavior. Too many management scholars, in studying organizational effectiveness, restrict themselves to a very mechanical view of life in the workplace.

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A Higher Standard: Leadership Strategies from America's First Female Four-Star General by Ann Dunwoody, Sandberg Sheryl


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