| DC Field | Value | Language |
|---|
| dc.contributor.author | Marques, Joan | - |
| dc.date.accessioned | 2021-04-22T05:45:38Z | - |
| dc.date.available | 2021-04-22T05:45:38Z | - |
| dc.date.issued | 2017 | - |
| dc.identifier.isbn | 978-3-319-31036-7 | - |
| dc.identifier.uri | http://localhost:8080/xmlui/handle/123456789/280 | - |
| dc.description | The time when leaders had to be charismatic, swaying, convincing, diehard, con-
niving, and only bottom-line focused lies behind us, and that is a good thing, because
leaders who focused only on glamourous performance and profi t brought sheer
damage to their companies, nurtured unhealthy relationships within their work-
places, and harmed the reputation of business in general in the past decades.
It needs to be underscored, however, that till today, there are many organizations
with leaders that have been exposed to obsolete theories and behavioral models, and
refuse to change. Unfortunately, many management educators are co-responsible
for this ongoing problem. There are also ample reasons why the shift to a more
creative approach in leadership gets stagnated. Some examples: (a) established
structures in major corporations; (b) reluctance from current managers to sacrifi ce
power and prestige; (c) fear that the new system will ultimately fail; (d) lack of trust
in the qualities and motivations of employees; and (e) ignorance, caused by lack of
awareness about the need for transformation | en_US |
| dc.description.abstract | The story that today’s workforce is looking for different skills and qualities in its
leaders has become abundantly clear in the past decade, not only through a major
shift in corporate leadership, but also through shifts in leadership qualities being
taught in business schools and topics that leadership scholars focus on these days.
According to Daniel Goleman, soft skills are inner- and interhuman skills such as
self-awareness, self-regulation, motivation, empathy, and social skills.
In 2009, three scholars i conducted a multi-method study with surveys and inter-
views, in which 11 major European multinational corporations participated. This
study underlined the impression that workforce members are really looking for soft
skills in their leaders today. The survey part of the study yielded the following com-
piled list of desired leaders’ qualities: “(1) Acting with integrity. (2) Caring for
people. (3) Demonstrating ethical behavior. (4) Communicating with others. (5)
Taking a long-term perspective. (6) Being open-minded. (7) Managing responsibly
outside the organization.” (p. 11). The interview part of the above-mentioned study
yielded fi ve refl exive abilities desired for leaders: “(1) systemic thinking; (2)
embracing diversity and managing risk; (3) balancing global and local perspectives;
(4) meaningful dialogue and developing a new language; and (5) emotional aware-
ness” ( | en_US |
| dc.language.iso | en | en_US |
| dc.publisher | Springer | en_US |
| dc.subject | Business and Economics | en_US |
| dc.subject | Practices for Personal and Professional Performance | en_US |
| dc.title | Leadership Today | en_US |
| dc.title.alternative | Practices for Personal and Professional Performance | en_US |
| dc.type | Book | en_US |
| Appears in Collections: | ARTS & SCIENCE
|
