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Empathy is generally described as the ability to take on another person's perspective, to understand, feel, and possibly share and respond to their experience. [1] [2] [3] There are more (sometimes conflicting) definitions of empathy that include but are not limited to social, cognitive, and emotional processes primarily concerned with understanding others.
A more recent summary is available in a single-author book titled Everyday Mind Reading: Understanding What Other People Think and Feel (2009). [25] A discussion of the mirror system as it pertains to empathy and empathic accuracy is found in Marco Iacoboni's Mirroring People: The Science of Empathy and How We Connect with Others (2009). [26]
Leadership analysis is the art of breaking down a leader into basic psychological components for study and use by academics and practitioners. Good leadership analysis is not reductionist, but rather takes into consideration the overall person in the context of the times, society and culture from which they come.
George SanFacon, A Conscious Person's Guide to the Workplace, ISBN 978-1-4251-6680-9; James W. Sipe & Don M. Frick. Seven Pillars of Servant Leadership ISBN 978-0-8091-4560-7; Larry Spears, ed. Reflections on Leadership ISBN 0-471-03686-2; Larry Spears, ed. Insights on Leadership ISBN 0-471-17634-6; Larry Spears, ed. Focus on Leadership ISBN 0 ...
Public leadership focuses on the 34 behaviors involved in influencing two or more people simultaneously. Private leadership covers the 14 behaviors needed to influence individuals one-to-one. The third—personal leadership—is an "inner" level and concerns a person's growth toward greater leadership presence, know-how, and skill. Working on ...
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.
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.
Complementing this situational theory of leadership, Murphy wrote that leadership does not reside in the person, and it usually requires examining the whole situation. [45] In addition to situational leadership theory, there has been growing support for other leadership theories such as transformational, transactional, charismatic, and ...