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Under OCM 18526, the CTLS-4TAC was labeled Light Tank T16. All vehicles were scrapped in 1943. [4] CTLS-4TAY – A CTLS-4TAC with the driver and the turret sitting on the left side of the hull. 420 were produced. [8] CTL-6 – The CTL-6 was an improved version of the CTL-3. The only differences were better tracks and suspension. Only 20 were ...
The Marmon-Herrington Company, Inc. is an American manufacturer of axles and transfer cases for trucks and other vehicles. [1] Earlier, the company built military vehicles and some tanks during World War II, and until the late 1950s or early 1960s was a manufacturer of trucks and trolley buses.
This leadership style has been associated with lower productivity than both autocratic and democratic styles of leadership and with lower group member satisfaction than democratic leadership. [9] Some researchers have suggested that laissez-faire leadership can actually be considered non-leadership or leadership avoidance. [18]
This leadership style can be seen as the absence of leadership, and is characterized by an attitude avoiding any responsibility. Decision-making is left to the employees themselves, and no rules are fixed. Laissez-faire is the least effective leadership style, when measured by the impact of the leader's opinion on the team.
Marmon-Herrington CTLS tanks (a CTLS-4TAC in the foreground and a CTLS-4TAY in the background) in Alaska, summer of 1942. The Marmon-Herrington combat tank light (CTL) was a US light tank produced for the export market at the start of the Second World War. The CTL-3 had a crew of two and was armed with three M1919 Browning machine guns. [13]
The three levels referred to in the model's name are Public, Private and Personal leadership. The model is usually presented in diagram form as three concentric circles and four outwardly directed arrows, with personal leadership in the center. The first two levels – public and private leadership – are "outer" or "behavioral" levels ...
Henrik Poulsen employed a similar strategy as the CEO of Orsted, once a sleepy utility company, and transformed it into one of the world’s largest renewables companies. “He reframed what ...
The research concluded that there is no single "best" style of leadership, and thus led to the creation of the situational leadership theory, which essentially argues that leaders should engage in a healthy dose of both task-oriented and relationship-oriented leadership fit for the situation, and the people being led. [2]