Search results for ""Author Verl Anderson""

This book addresses the nature of passion and emotion as a part of the leader-follower relationship. Those who lead must establish the ability to understand others' hopes, desires, and emotional priorities in order to unlock their highest potential. Great organisations and effective leaders accomplish extraordinary results by obtaining the commitment and dedication of all of their members. Leading with passion most effectively means that a leader also understands her or his own motivations and develops the ability to use those feelings and emotions in healthy and constructive ways. Passion enriches and enlarges the capacity to feel strongly and to care completely. But passion must also be fully understood and regulated in appropriate ways for a leader to be most effective. We trust that those who read this book will enjoy its chapters and will contemplate the ideas, suggestions, and challenges contained herein. We encourage the readers to utilise their passions to live a fuller and more satisfying life themselves -- and to use those same passions to bless and serve the lives of others.

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In today's knowledge-, wisdom-, and information-based world, the challenge facing leaders and organisations is to be able to obtain employee commitment and to apply that dedication to constant improvement and change. In a world where technology is rapidly improving and knowledge is increasing exponentially in virtually every field, the ability to adapt and to innovate is essential to organisation success and individual development. This book looks at continuous improvement at the individual, group, organisational, and societal levels and identifies commonalities and keys to success. It adopts a "transformative" perspective towards leadership, management philosophy, duties owed, and the obligation to constantly change. The authors/editors have written extensively about the need for leaders and organisations to refine their approach to change and improvement and this book combines their insights into one consolidated explanation.

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We live in a time when trust in leaders at all levels of society has declined, when students at colleges and universities openly acknowledge that they cheat, and when the reputations of even the most admired leaders have been sullied by misconduct. It is a time when the future of tomorrow's generation appears to be growing dimmer and those who have passed on burdens that will have to be borne have clearly neglected their moral responsibilities. Fixing the blame is far less important than fixing the problem. The root cause of today's concerns and tomorrow's future lies in the failure of those who claimed to be trusted leaders to demonstrate personal integrity. This book introduces the concept of "moral identity" as a metric for leaders and organisations of all types to re-examine their moral responsibility. We suggest that moral identity provides a compass for leaders and organisations to adopt in rethinking their obligations to themselves, to their associates, to their customers, to society, and to future generations. The book includes a metric for personal self-assessment, for guiding individuals and organisations, and for establishing a standard for evaluating those who aspire to lead. This book takes a harsh look at the failings of leaders and provides a meaningful resource to those who are willing to lead society to rethink its future.

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The desire for the power to control the conditions in one's life is a basic need possessed by virtually everyone. Power is sometimes associated with the desire for personal safety. It is also referred to as closely associated with free will, the ability to choose, and the degree to which a person can influence others. In individualistic societies, personal power is a primary value of the culture and is considered more important than the priorities of the group. This book is about "power with" rather than "power over" others -- but also addresses power within oneself. We have written with the intent to help leaders to more effectively empower others within their organizations -- but we have focused as well on the critical importance of self-empowerment and the ability of individuals to take control of their own lives to become the best persons that they can be. It is painfully evident that today's leaders have failed badly at empowering their employees - resulting in relationships that are frequently strained and generating employee commitment that is often "marginal" at best. Worldwide, empowerment and employee engagement are both low and employees have lost trust for leaders in organizations of all types. The inability of organizations to engender employee commitment and extra-mile performance detracts from the ability of companies to compete in today's global environment -- but "old style" command and control management policies nonetheless prevail in many companies -- to the detriment of the companies, their customers and employees, and to society at large. Self-empowerment is equally a problem. Employees who wish to grow and progress on the job are common -- but 70% of all employees today report that they are actively looking for a new job and many have a low regard for their companies and their companies' leaders. Opportunities for growth are often diminished as managers and supervisors fail to involve their employees in decisions critical to their companies' success. Yet the status quo prevails. We focus not only on employee self-empowerment but on the personal self-development that many individuals yearn for as they strive to "find their voice" and become the best possible version of themselves. We cite scholars from a broad variety of disciplines in offering their wisdom and add recommendations that can help individuals to acquire the traits and qualities so important to self-improvement. We encourage the readers to invest their time and effort to not only reading this book but to reflecting on its insights. Our intention is to help every reader to discover within themselves abilities and opportunities beyond their expectations as they strive to achieve the success that empowerment and self-empowerment make possible.

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Whether as a leader seeking to empower others or as an individual struggling to become a better person ourselves, the decision to empower is a choice we make. The nature of our action is to acknowledge the incredible ability that exists within another person or to realize that we also possess an undiscovered and unrealised greatness. The untapped capacity within each individual is rarely imagined and it is extremely unusual for a person to realise even a small part of his or her almost unlimited capabilities. The focus of this book is on coming to terms with the best version of ourselves and to then accept the responsibility to help others to discover their own highest potential. The quest for self-discovery and a clearer sense of our own identity is often delayed in the hustle-bustle of a busy life -- until we finally realise that we have chosen to "satisfice" or live our lives far below what we are capable of achieving. The journey to greater self-awareness and to an appreciation of our hidden talents is a necessary step to discovering the life that we never imagined is actually possible. Realizing who we can become enables us to not only redefine our identities but also teaches us of our moral obligation to help others to recognize what their lives can mean. In raising the bar for our own performance or in helping others to become their very best, empowerment is ultimately a choice -- a decision to redefine our best definition of ourselves and to assist others to discover their immense potential as well.

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The world of business education is large and profitable - with over 150,000 students enrolled in graduate business education programs alone each year. This book traces the historical roots of business education, covering seven important time periods which have each contributed key insights into business effectiveness. Despite the apparent tremendous successes suggested by the substantial growth in educating business students, a strong case could be made for the need to make important changes in the curriculum of business programs and the process by which business education is delivered. This book identifies opportunities for business faculties, administrators, deans, and department chairs to reassess their roles in delivering a better product to the students that they teach. We suggest that in today's "transformative era," business education must materially change to increase the quality of teaching for tomorrow's business students. Throughout the world business leaders have been called into account for their ineffectiveness in earning and retaining the trust of employees and customers. Unfortunately, business schools are often out of focus in their emphasis on achieving bottom line corporate profits without acknowledging the accompanying responsibility of companies to become full partners in serving society and in resolving the long-term issues for which business must become increasingly committed. The world of tomorrow desperately needs business leaders who combine character and competence as they guide their employees in the pursuit of excellence. Business education and those who provide it to those employees who will work for major corporations and small businesses can contribute substantially to the credibility of the business community and in the development of solutions that will fully serve future generations. The current path of business education can benefit mightily from a thoughtful reanalysis of today's business education model. The challenge to those who work in business education is to carefully assess how they can make the delivery of their product, its accompanying values, and its commitment to tomorrow's quality of life more meaningful and effective.

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This book identifies insights about the ethical issues associated with trust and trustworthiness, and their relationship to the leader's obligations as an ethical steward. The purpose of this book is to identify the importance of trust and trustworthiness in the "Transformative Era", a time when constant change and the increasing demands of customers make it paramount for organisations to obtain the commitment, followership, and extra-role behaviours required to compete in a volatile, uncertain, complex, and ambiguous global marketplace. Unfortunately, leaders today have failed to earn the trust of others by creating arms-length transactional relationships that destroy employee commitment. This book frames the characteristics of the "Transformative Era" and explains how leaders can restore the trust that they have lost by honouring the steward's obligation to create long-term wealth and serve the interests of all stakeholders. In a world where 71% of all employees are actively looking for new job opportunities and only 16% of employees worldwide describe themselves as "actively engaged" in their work, the importance of reframing the employer-employee relationship demands immediate attention. This book identifies the conditions which make up today's "Transformative Era" and explains how and why leaders destroy trust in the modern organisation. It then identifies how leaders can adopt a Transformative Approach to creating organisations that are prepared to survive the turmoil of the modern economy.

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