Leadership Under Construction is sure to become a self-development tool that supports students and teachers in building a conceptual foundation for leadership. The book is intended to be a teacher facilitation workbook where ownership is transferred from author to teacher and from teacher to student. The material is a catalyst of thought, knowledge, and understanding where teachers assist students in applying the principles and concepts of leadership and bring continuous attention to how they are connected.
Leadership Under Construction is sure to become a self-development tool that supports students and teachers in building a conceptual foundation for leadership. The book is intended to be a teacher facilitation workbook where ownership is transferred from author to teacher and from teacher to student. The material is a catalyst of thought, knowledge, and understanding where teachers assist students in applying the principles and concepts of leadership and bring continuous attention to how they are connected.
H. Darrell Young is chairman of Transformance Concepts, a consulting company to healthcare information companies. He is former president and CEO of H.B.O. & Company of Georgia, and founder and CEO of HIE, both public healthcare information systems companies. Joseph P. Hester, a former college professor and public school administrator, has focused his career on developing creative and critical thinking skills in his students. Now retired, Hester continues to write books in education, religion, philosophy, and leadership, including Talking It Over: A Workbook for Character Development (ScarecrowEducation, 2002).
Inhaltsangabe
Part 1 Acknowledgments Part 2 Background: Leadership Under Construction: Linking Thought with Purpose Part 3 PART 1: STRATEGIC THINKING: UNITY WITHOUT UNIFORMITY Chapter 4 Section 1: Leadership Role Models and Definitions Chapter 5 Section 2: Character: The Foundation of Leadership Chapter 6 Section 3: Unity of Vision Part 7 PART 2: CONTINUOUS IMPROVEMENT: TRANSFORMANCE NOT PROMISES Chapter 8 Section 1: Transformation is Not an Option Chapter 9 Section 2: Transformational Strategies Chapter 10 Section 3: The Measurement of Transformation is Performance, Not Promises Part 11 PART 3: BUILDING RELATIONSHIPS: BUILDING A LEADERSHIP CULTURE Chapter 12 Section 1: Cultivating the Foundations for Developing Leaders Chapter 13 Section 2: Developing a Leadership Culture: The Leaders New Work Chapter 14 Section 3: Divesting Self and Investing in Others Part 15 Bibliography Part 16 About the Authors
Part 1 Acknowledgments Part 2 Background: Leadership Under Construction: Linking Thought with Purpose Part 3 PART 1: STRATEGIC THINKING: UNITY WITHOUT UNIFORMITY Chapter 4 Section 1: Leadership Role Models and Definitions Chapter 5 Section 2: Character: The Foundation of Leadership Chapter 6 Section 3: Unity of Vision Part 7 PART 2: CONTINUOUS IMPROVEMENT: TRANSFORMANCE NOT PROMISES Chapter 8 Section 1: Transformation is Not an Option Chapter 9 Section 2: Transformational Strategies Chapter 10 Section 3: The Measurement of Transformation is Performance, Not Promises Part 11 PART 3: BUILDING RELATIONSHIPS: BUILDING A LEADERSHIP CULTURE Chapter 12 Section 1: Cultivating the Foundations for Developing Leaders Chapter 13 Section 2: Developing a Leadership Culture: The Leaders New Work Chapter 14 Section 3: Divesting Self and Investing in Others Part 15 Bibliography Part 16 About the Authors
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