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Scouller went further in suggesting (in the preface of his book, The Three Levels of Leadership), that personal leadership is the answer to what Jim Collins called "the inner development of a person to level 5 leadership" in the book Good to Great – something that Collins admitted he was unable to explain. [8]
Co-author Jim Collins became a "superstar" among M.B.A.'s. Collins used his share of the profits to "set up his own research center in Boulder, Colo., staffed with a team of grad students who tackle multiyear research projects aimed at answering big-business questions." [4] This research ultimately led to subsequent books such as Good to Great.
Collins received a BS in Mathematical Sciences at Stanford University, graduating in 1980.. He then spent 18 months in McKinsey & Co.'s San Francisco office. He was exposed to what may have been an influential project for him – two partners at McKinsey, Tom Peters and Robert Waterman, were running a McKinsey research project that later turned into the best-seller In Search of Excellence.
Built to Last: Successful Habits of Visionary Companies by James C. Collins and Jerry I. Porras; Great by Choice: Uncertainty, Chaos and Luck - Why Some Thrive Despite Them All by James C. Collins; Great at Work: How Top Performers Do Less, Work Better, and Achieve More by Morten T. Hansen; The Halo Effect
The managerial grid model or managerial grid theory (1964) is a model, developed by Robert R. Blake and Jane Mouton, of leadership styles. [1] This model originally identified five different leadership styles based on the concern for people and the concern for production. The optimal leadership style in this model is based on Theory Y.
The full range of leadership model (FRLM) is a general leadership theory focusing on the behavior of leaders towards the workforce in different work situations. The FRLM relates transactional and transformational leadership styles with laissez-faire leadership style.
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Lower-level managers need only know his or her own role well and can be expected to defend only his or her own turf. Strategy Making Sees strategy and change as inescapably linked and assumes that finding new strategic options and implementing them successfully is harder and more important than evaluating them.
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