ELECTIVE COURSE FOR PGDM-WM Leadership and Managerial Effectiveness Dr Asha Bhandarker email abhandarker@imi.edu About the course: High performing and Competitive organizations need leaders with a whole host of competencies. At the self level there is a need for capabilities like Managing Self ‚ Emotional Intelligence‚ Drive and execution ability‚ and Creative and Strategic Thinking; at the group level managing high performing Teams and Capacity to Influence and Mobilize people
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Description It is my first day of work after graduating from nursing school. I am currently in a remote island of Maldives. It is a small hospital consisting of 50 beds and almost 20 staffs working in 3 shifts. I came for morning duty and the nursing in-charge shown me maternal and surgical ward as my first work place. After taking handing over from the night shift staff I made everything ready for the ward round as the doctors will be here in no time. Just before the doctors arrival we got a patient
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Chapter II Review of Related Literature and Studies Related Literature Polystyrene Commonly known as ’Styrofoam’ that is one of the most widely used type of plastics. It is a strong plastic created from erethylene and benzine that can be injected‚ extruded‚ or blow molded; making it a very useful and versatile manufacturing material. It is also a rigid‚ transparent thermoplastic‚ which is present in solid or glassy state at normal temperature. But‚ when heated above its glass transition temperature
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MAS 366: ORGANISATIONAL LEADERSHIP AND GOVERNANCE Credit: 3 By : Hannah Vivian Osei COURSE OVERVIEW The objective of this course is to expose students to the role that leaders play / should play in the governance of corporations for these corporations to be productive. Various traditional and contemporary leadership theories and models will be discussed and assessed on their relevance in this era. COURSE OBJECTIVES The objective of this course is to expose students to the ingredients
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Presentation # 5 GOLEMAN’S 6 LEADERSHIP STYLES FOR ‘EFFECTIVE TEAM PERFORMANCE’ GOLEMAN’s RESEARCH Goleman found in his research that Leaders used one of these styles at any one time Each of the Six Leadership styles comes from the use of Emotional Intelligence COMMANDING OR COERCIVE LEADER Is one of the most aggressive of the six Leadership Styles‚ expects and demands immediate compliance to his/her orders He/ She accomplishes tasks by ordering and dictating‚ even demeaning his/her followers
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her obligations of employment. Working extra shifts‚ teaching‚ and membership in NAPNES are personal values‚ not accountability. 4. The LPN reminds a group of students that the values they demonstrate in their practice have their roots in: 1. nursing school education. 2. family influence. 3. peer relationships. 4. agency policies. ANS: 2 The family shapes values that are demonstrated in later life. These values may be enhanced or challenged by life experiences‚ but the base is forged in
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LEADERSHIP and REFLECTION William Cohen says “Great leaders are made not born” (Cohen 1998). If one has got the want and drive‚ one can be an effecient leader. Good leaders develop with a persistent process of self-study‚ experience‚ education‚ and training. (Jago‚ 1982). Leadership and the study of this event have its origin in the beginning of civilization. Heros in Greece‚ rulers in Egypt and patriarchs from Bible all have a common thing that is leadership. (Stone and Patterson 2004) Ralph
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A manager should have the ability to direct‚ supervise‚ encourage‚ inspire‚ and co-ordinate‚ and in doing so facilitate action and guide change. Managers develop their own leadership qualities and those of others. Management utilises planning‚ organisational and communications skills. These skills are important in leadership also‚ but even more so are qualities such as integrity‚ honesty‚ courage‚ commitment‚ sincerity‚ passion‚ determination‚ compassion and sensitivity. An effective manager should
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Transformational Leadership and Performance Across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research Gang Wang1‚ In-Sue Oh2‚ Stephen H. Courtright1‚ and Amy E. Colbert1 Group & Organization Management 36(2) 223–270 © The Author(s) 2011 Reprints and permission: http://www. sagepub.com/journalsPermissions.nav DOI: 10.1177/1059601111401017 http://gom.sagepub.com Abstract Although transformational leadership has been studied extensively‚ the magnitude of the relationship between
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Nursing leadership is multifaceted‚ meaning there are several aspects to nursing leadership; Political‚ psychological‚ ethical‚ and educational (Daly‚ Speedy & Jackson‚ 2004). Staff mentoring and education in Nursing is a leadership role‚ whether it is a member of a health care team or as an advanced practice registered nurse (APRN)‚ our purpose is to aid in the development of our profession and guide our fellow nurses to progress into confident‚ competent well-trained practitioners. Nurse mentoring
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