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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 ...
This course is an in-depth training program covering a variety of leadership ideas and skills. It is designed to simulate a month in the life of a Boy Scout unit. It uses fun and hands-on learning sessions to teach leadership skills. The Scouts learn about service-based leadership as they undertake a patrol quest for the meaning of leadership. [7]
Proactivity is about taking responsibility for one's reaction to one's own experiences, taking the initiative to respond positively and improve the situation. Covey postulates, in a discussion of the work of psychiatrist Viktor Frankl, that between stimulus and response lies a person's ability to choose how to react, and that nothing can hurt a person without the person's consent.
In Heroes and Hero Worship (1841), Carlyle identified the talents, skills, and physical characteristics of men who rose to power. Galton's Hereditary Genius (1869) examined leadership qualities in the families of powerful men. After showing that the numbers of eminent relatives dropped off when his focus moved from first-degree to second-degree ...
Toastmasters International places a large emphasis on building the public speaking and leadership skills of its members. [12] The current education system Pathways consists of eleven differing paths suited to their needs and requirements, based around Public Speaking, Interpersonal Communication, Management, Strategic Leadership, and Confidence.
The third level – personal leadership – is an "inner" level and concerns a person's leadership presence, knowhow, skills, beliefs, emotions and unconscious habits. "At its heart is the leader's self-awareness, his progress toward self-mastery and technical competence, and his sense of connection with those around him.
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.
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]