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The program originally focused almost exclusively on Scoutcraft skills, some elements of the Patrol Method, and First Class Boy Scout requirements. In a major cultural shift during the 1970s, Wood Badge was modified to train Scouters in eleven specific leadership competencies. The National Council has updated it several times since then, and ...
The Vroom–Yetton contingency model is a situational leadership theory of industrial and organizational psychology developed by Victor Vroom, in collaboration with Philip Yetton (1973) and later with Arthur Jago (1988). The situational theory argues the best style of leadership is contingent to the situation.
A leadership style is a leader's method of providing direction, implementing plans, and motivating people. [1] Various authors have proposed identifying many different leadership styles as exhibited by leaders in the political, business or other fields.
Leader development is described as one aspect of the broader process of leadership development (McCauley et al., 2010). Leadership development is defined as the expansion of a group's capacity to produce direction, alignment, and commitment (McCauley et al.), in contrast to leader development which is the expansion of a one's ability to be effective in leadership roles and processes.
The Oxford English Dictionary traces the word "leadership" in English only as far back as 1821, when the term referred to the position or office of a designated leader. [25] The abstract notion of "leadership" as embodying the qualities and behaviors associated with leaders and influencers developed only later during the 19th and 20th centuries ...
The Washington Post describes The Leadership Challenge as a "business-meets-self help canon." [1] Carmine Gallo and Tom Gerace have cited The Leadership Challenge as an important book in developing their leadership skills. [5] [16] Verne Harnish described the book as "one of the five most important leadership books ever written." [17]
The Intangibles of Leadership uncovers patterns in the attributes that truly distinguish those who succeed at the top. After more than a decade of senior executive assessments, CEO interviews, and proprietary research, Davis found that extraordinary leaders possess certain characteristics that fall between the lines of existing leadership models, and are fundamental to executive success.
This page was last edited on 2 March 2016, at 20:55 (UTC).; Text is available under the Creative Commons Attribution-ShareAlike 4.0 License; additional terms may ...
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