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Machiavelli extended the study of classical virtue to include skill, valor, and leadership, and to encompass the individual prince or war-leader as well. [8] Virtù, for Machiavelli, was not equivalent to moral virtue, but was instead linked to the raison d'État. Indeed, what was good for the prince may be contradictory to that which is ...
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
Studies on leadership style are conducted [2] in the military field, expressing an approach that stresses a holistic view of leadership, including how a leader's physical presence determines how others perceive that leader. The factors of physical presence in this context include military bearing, physical fitness, confidence, and resilience.
An APEC leader setting the tone for the 2013 APEC CEO summit with an opening speech. Leadership, is defined as the ability of an individual, group, or organization to "lead", influence, or guide other individuals, teams, or organizations.
Alongside Aristotle's ethics, the Stoic tradition forms one of the major founding approaches to virtue ethics. [2] The Stoics are especially known for teaching that "virtue is the only good" for human beings, and that external things, such as health, wealth, and pleasure, are not good or bad in themselves ( adiaphora ) but have value as ...
After virtue: a study in moral theory. London: Duckworth. ISBN 0-7156-1663-3. McNeill, William (1999). The Glance of the Eye: Heidegger, Aristotle, and the Ends of Theory. Albany: State University of New York Press. Nonaka, Ikujiro; Toyama, Ryoko; Hirata, Toru (2008). Managing Flow: A Process Theory of the Knowledge-Based Firm. New York ...
The approach fosters positive changes in both the attitudes of followers and to the overall organization. [3] Leaders who practice transformational leadership typically exhibit four key behaviors, known as the "Four I's": inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration. [4]
Authentic leadership, while having no formal or unequivocal definition, is a growing field in academic research. [1] The idea has also been embraced by leaders and leadership coaches, who view it as an alternative to leaders who emphasize profit and share price over people and ethics.