query: the leadership approach that defines the leaders role as serving the needs of others is called

pos: Servant leadership Servant leadership Servant leadership is a leadership philosophy in which the main goal of the leader is to serve. This is different from traditional leadership where the leader's main focus is the thriving of their company or organizations. A Servant Leader shares power, puts the needs of the employees first and helps people develop and perform as highly as possible. Servant leadership inverts the norm, which puts the customer service associates as a main priority. Instead of the people working to serve the leader, the leader exists to serve the people. As stated by its founder, Robert K. Greenleaf, a

pos: Authentic leadership in extraordinary situations (including variances of either dimension) in order to understand unusual or unique responses of followers. A short time later, transformational leadership theory was developed extensively. This theory differentiated “transformational” leadership behaviors from “transactional” leadership behaviors; transformational leaders inspire extraordinary action by providing insight to followers regarding the importance of their work and its outcomes, by calling on followers to subordinate their self-interest to that of the organization, and by motivating followers through activation of higher-order needs. More recent examples of what have been called neo-charismatic leadership theories include servant leadership, ethical leadership, spiritual leadership, and visionary leadership.

pos: Three levels of leadership model others and respect for their free will; (5) intuition; (6) being in the now; (7) inner peace of mind and a sense of fulfillment. Presence, according to this model, is developed by practicing personal leadership. True leadership presence is, as Scouller defines it, synonymous with authenticity (being genuine and expressing one's highest values) and an attitude of service towards those being led. So in proposing self-mastery and cultivation of the right attitude toward others as a method of developing leadership presence, his model offers a "how to" counterpart to the ideas of "authentic leadership" and servant leadership. Most traditional theories

neg: Service-learning the service-learning movement. Kielsmeier posits that service learning involves a change in how schools see young people: from “resource users, recipients, and victims” to “contributors, givers, and leaders”. Service-learning Service-learning is an educational approach that combines learning objectives with community service in order to provide a pragmatic, progressive learning experience while meeting societal needs. Service-learning involves students in service projects to apply classroom learning for local agencies that exist to effect positive change in the community. The National Youth Leadership Council defines service learning as "a philosophy, pedagogy, and model for community development that is used as an instructional strategy

neg: Industrial and organizational psychology approaches, contingency-focused approaches, and follower-focused approaches. Leader-focused approaches look to organizational leaders to determine the characteristics of effective leadership. According to the trait approach, more effective leaders possess certain traits that less effective leaders lack. More recently, this approach is being used to predict leader emergence. The following traits have been identified as those that predict leader emergence when there is no formal leader: high intelligence, high needs for dominance, high self-motivation, and socially perceptive. Another leader-focused approached is the behavioral approach which focuses on the behaviors that distinguish effective from ineffective leaders. There are two categories of leadership behaviors:

neg: Shared leadership also described the important role that external team leaders and support can have in the development of shared leadership. When framing this dynamic or antecedent, scholars have stressed the importance of external coaching behaviors. One scholar defines these coaching behaviors as: "direct interaction with a team intended to help team members make coordinated and task-appropriate use of their collective resources in accomplishing the team's task." Researchers have identified two types of team coaching—distinguishing between those that reinforce shared leadership (supportive coaching) and those that focus on identifying team problems through task interventions (functional approach). Through supportive coaching, external team managers

neg: Instructional leadership as “shared instructional leadership” and understood the role of principals as that of “leaders of instructional leaders”. Hallinger (2003) has argued the transformational leadership approach, in which leadership is shared with school staff; this approach is said to empower staff. Transformational leadership is a good supplement to the instructional leadership approach that focuses solely on principals and top-down strategies. For this reason, Hallinger has proposed the integration of instructional and transformational leadership approaches. Second, researchers have classified modes of instructional leadership according to "direct" and "indirect" activities. The former is considered a "narrow" mode and the latter a"broad" mode of

neg: Transactional leadership is recognized, the laissez-faire dimension. Laissez-faire leadership indicates a lack of leadership and a complete hands-off approach with employees. With transactional leadership being applied to the lower-level needs and being more managerial in style, it is a foundation for transformational leadership which applies to higher-level needs. Transactional leaders use reward and punishments to gain compliance from their followers. They are extrinsic motivators that bring minimal compliance from followers. They accept goals, structure, and the culture of the existing organization. Transactional leaders tend to be directive and action-oriented. Transactional leaders are willing to work within existing systems and negotiate to attain

neg: Authentic leadership of authentic leaders involves guided self-reflection, building self-awareness through the use of a life-stories approach.An authentic leader who is aware of their core beliefs is unlikely to stray from them. There is now emerging evidence that group-coaching is an effective approach to Authentic Leadership Development. It may also be facilitated by the intervention of developmental trigger events coupled with directed self-reflection. Recognizing leadership contingency theory, which suggest that leaders must adapt their styles and behaviors to be effective across different situations, some leadership development theorists have pointed out that only the most expert of leaders can incorporate the needs of

neg: High performance organization leadership style based upon the needs of their team members. They know when to inspire people with direct communication and also have the ability to read when a more hands off approach is necessary. Although these leaders act with a hands-off approach, they hold non-performers accountable for not reaching their goals. Leadership practices are also in line with the company's vision, values, and goals. Leaders of these organizations make all of their decisions with the organization's values in mind. Leadership behavior that is consistent with the organization's vision involves setting clear expectations, promoting a sense of belonging, fostering employee involvement

neg: Service-learning Service-learning Service-learning is an educational approach that combines learning objectives with community service in order to provide a pragmatic, progressive learning experience while meeting societal needs. Service-learning involves students in service projects to apply classroom learning for local agencies that exist to effect positive change in the community. The National Youth Leadership Council defines service learning as "a philosophy, pedagogy, and model for community development that is used as an instructional strategy to meet learning goals and/or content standards". Author Barbara Jacoby defines service-learning as "a form of experiential education in which students engage in activities that address human and

neg: Leadership effective in certain situations, but not others. The focus then shifted away from traits of leaders to an investigation of the leader behaviors that were effective. This approach dominated much of the leadership theory and research for the next few decades. New methods and measurements were developed after these influential reviews that would ultimately reestablish trait theory as a viable approach to the study of leadership. For example, improvements in researchers' use of the round robin research design methodology allowed researchers to see that individuals can and do emerge as leaders across a variety of situations and tasks. Additionally, during

neg: Toxic leader and is thus a form of lying. The Russian Army defines toxic leaders as commanders who put their own needs first, micro-manage subordinates, behave in a mean-spirited manner or display poor decision-making. A study for the Center for Army Leadership found that toxic leaders in the army work to promote themselves at the expense of their subordinates, and usually do so without considering long-term ramifications to their subordinates, their unit, and the Army profession. Inevitably the victim's workplace performance, self-esteem and self-confidence will decline as employee(s)' stress inclines. Heavy running costs and a high staff turnover/overtime rate are often also

neg: Succession planning support embedded in the roles of human-resources generalists. Often these staff resources are separate from external staffing or recruiting functions. some companies seek to integrate internal and external staffing. Others are more inclined to integrate succession management with the performance management process in order simplify the work for line managers. A prior preparation needs to be done for the replacement of a CEO in family firms. The role of advisors is important as they help with the transition of leadership between the current-generation leaders and the successors. Advisors help family-owned businesses establish their own leadership skills. This process is relatively

neg: Zeitgeist great man theory is very similar to the trait approach. Trait researchers are interested in identifying the various personality traits that underline human behaviors such as conformity, leadership or other social behaviors. Thus, they agree that leadership is primarily a quality of an individual and that some people are pre-dispositioned to be a leader whereas others are born to follow these leaders. In contrast, situationist researchers believe that social behavior is a product of society. That is, social influence is what determines human behaviors. Therefore, situationism is of the same opinion as zeitgeist theory—leaders are created from the social environment

neg: Leaders Organization leadership role in political, social, economic and cultural spheres. Leaders Organization is involved in a number of activities that serve the youth sector, examples of the activities and projects Leaders is evolved in include: Enhancing the role of youth in Palestinian Organizations, developing the role of youth in Elections and electoral law, Strategic planning for Birzeit University political parties, needs assessment research study for the youth sector in Palestine, establishing Al-Minbar Al-Tullabi that is a new student movement at Birzeit University that ran into to the elections of the students council in 2006 and won two seats. Additionally Leaders Organization

neg: Entrepreneurial leadership participation by them. Under the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictators. Leaders do not entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the manager. It permits quick decision-making, as only one person decides for the whole group and keeps each decision to him/herself until he/she feels it needs to be shared with the rest of the group. Entrepreneurial leadership Roebuck, referencing Roebuck (2004), defines entrepreneurial leadership as "organizing a group of people to achieve a common goal using proactive entrepreneurial behavior

neg: Transformational leadership co-worker support enhanced the effect on commitment, reflecting the role of followers in the transformational leadership process. However, there are also factors that would serve to hinder the exhibition of transformational leadership, including the organizational structure, ongoing change, the leaders’ working conditions, and the leaders' elevated perceptions of personal power. Bernard Bass in Leadership and Performance Beyond Expectations states some leaders are only able to extract competent effort from their employees, while others inspire extraordinary effort. Transformational leadership is the key (Bass, 1985). Implementing transformational leadership has many positive outcomes not only in the workplace but in other situations as

neg: Peer Leadership Program Peer Leadership Program The Peer Leadership is a school educational program that looks upon upperclassmen to help ease the transition to the underclassman's respective freshmen year, usually run in public Universities and high schools. The Peer Program is considered to stress communal interaction and social insight. Before meeting with smaller groups of newcomers the larger Peer Leader is trained to deal and mentor with the educational needs the newcomers may express. The methodology most commonly used in training the members of Peer is known as the Five Stages Approach, which teaches Peer Leaders about the five stages of a group.

neg: Collaborative leadership by formal systems but require (a) dense web of interpersonal connections". In their book published that same year, Chrislip and Larson looked at the attributes of great civic leaders in communities across the US and found some similar attributes. "Collaboration needs a different kind of leadership; it needs leaders who can safeguard the process, facilitate interaction and patiently deal with high levels of frustration" In 2013, "Harvard Business Review" authors Nick Lovegrove and Matthew Thomas (co-founders of The InterSector Project), explore the complex relationship between the business, government and social sectors as it relates to said sectors role in addressing

neg: Authentic leadership Authentic leadership Authentic leadership is an approach to leadership that emphasizes building the leader’s legitimacy through honest relationships with followers which value their input and are built on an ethical foundation. Generally, authentic leaders are positive people with truthful self-concepts who promote openness. By building trust and generating enthusiastic support from their subordinates, authentic leaders are able to improve individual and team performance. This approach has been fully embraced by many leaders and leadership coaches who view authentic leadership as an alternative to leaders who emphasize profit and share price over people and ethics. Authentic leadership is a growing area

neg: Leadership style Leadership style A leadership style is a leader's method of providing direction, implementing plans, and motivating people. Various authors have proposed identifying many different leadership styles as exhibited by leaders in the political, business or other fields. Studies on leadership style are conducted in the military field, expressing an approach that stresses a holistic view of leadership, including how a leader's physical presence determines how others perceive that leader. The factors of physical presence in this context include military bearing, physical fitness, confidence, and resilience. The leader's intellectual capacity helps to conceptualize solutions and to acquire knowledge to do the

neg: Innovation leadership Innovation leadership Innovation leadership is a philosophy and technique that combines different leadership styles to influence employees to produce creative ideas, products, and services. The key role in the practice of innovation leadership is the innovation leader. Dr. David Gliddon (2006) developed the competency model of innovation leaders and established the concept of innovation leadership at Penn State University. As an approach to organization development, innovation leadership can support achievement of the mission or the vision of an organization or group. With new technologies and processes, it is necessary for organizations to think innovatively to ensure continued success and stay

neg: Substitutes for Leadership Theory path-goal theory were the two heavily researched theories. (Den Hartog & Koopman, 2001). Proponents of trait leadership theory held that the ability to lead is a characteristic some people innately have and others do not. Effort was put forth to uncover which characteristics and abilities leaders had that separated them from non-leaders. Leadership style was another angle researchers took. Proponents of this approach did not believe the ability to lead was innate, rather it was a set of behaviors anyone could learn (Den Hartog & Koopman, 2001). In the mid 1970s, a great deal of research was dedicated to the

neg: Leadership style the organization's development. Transactional leadership is essential for team innovativeness. A transformational leader is a type of person in which the leader is not limited by his or her followers' perception. The main objective is to work to "change" or "transform" his or her followers' "needs" and "redirect" their thinking. Leaders that follow the transformation style of leading, challenge and inspire their followers with a sense of purpose and excitement. Transformational leaders also create a vision of what they aspire to be, and communicate this idea to others (their followers). Schultz and Schultz identify three characteristics of a transformational leader:

neg: Leadership development the development of individuals (including followers) to become leaders. In addition, it also needs to focus on the interpersonal linkages in the team. Following the credo of people as an organization's most valuable resource , some organizations address the development of these resources (including leadership). In contrast, the concept of "employeeship" recognizes that what it takes to be a good leader is not too dissimilar to what it takes to be a good employee. Therefore, bringing the notional leader together with the team to explore these similarities (rather than focusing on the differences) brings positive results. This approach has been

neg: Instructional leadership of responsibility when it comes to setting goals for the school, supervision, and in developing instruction that enhances academic achievement. This perspective tends to focus only on the role of principals as instructional leaders (e.g. Hallinger & Murphy, 1985). However, other researchers have recently expanded the concept of instructional leadership to include not only principals, but also other school staff. They take an "inclusive" approach to instructional leadership. Especially, Marks and Printy (2003) have pointed out the importance of the collaboration between principals and teachers to develop curriculum and instruction for improving pupils' performance. Thus, they conceptualized this inclusive approach

neg: Communication and Leadership During Change Communication and Leadership During Change The goal of leader development is "the expansion of the person's capacity to be effective in leadership roles and processes." The two central elements to this are: Leader development promotes personal growth, helping individuals develop their abilities to manage themselves, to work effectively with others, and to ensure that the work gets done. Leadership development promotes organizational growth, helping the group as a whole develop the leaders it needs to carry out such tasks as securing the commitment of members and setting direction. Establishing connections with people who can help one achieve one's goals will

neg: Leadership a person to gain co-operation from others by means of persuasion or control over rewards. Power is a stronger form of influence because it reflects a person's ability to enforce action through the control of a means of punishment. A leader is a person who influences a group of people towards a specific result. It is not dependent on title or formal authority. (Elevos, paraphrased from Leaders, Bennis, and Leadership Presence, Halpern & Lubar.) Ogbonnia (2007) defines an effective leader "as an individual with the capacity to consistently succeed in a given condition and be viewed as meeting the expectations

neg: Social identity approach group instead of the individual. Individuals who are leaders in their groups tend to be closer to the prototypical group member than are followers. Additionally, they tend to be more socially attractive, which makes it easier for group members to accept their authority and comply with their decisions. Finally, leaders tend to be viewed by others as the leader. In this final distinction, group members attribute leadership traits to the person and not the situation, furthering the distinction between the leader and others in the group by viewing him or her as special. Consistent with this view of leadership, researchers

neg: Leadership However, only authority of position has the backing of formal sanctions. It follows that whoever wields personal influence and power can legitimize this only by gaining a formal position in the hierarchy, with commensurate authority. Leadership can be defined as one's ability to get others to willingly follow. Every organization needs leaders at every level. Over the years the philosophical terminology of "management" and "leadership" have, in the organizational context, been used both as synonyms and with clearly differentiated meanings. Debate is fairly common about whether the use of these terms should be restricted, and generally reflects an awareness of

neg: Innovation leadership supports the notion that in the idea generation process, innovation leadership requires a leader to use a more transformational style of leadership. During this stage, a leader needs to promote a safe environment for employees/team members to voice novel ideas and original thinking as well as provide workers with the resources to do so effectively. Research has also found that leaders who engage in unconventional behaviors, associated with transformational leadership, were seen as stronger role models and, as a result, increase creative performance in their subordinates. For example, the founders of Google have been known to wear capes and jump-shoes

neg: Transactional leadership Transactional leadership Transactional leadership/Management is a part of a style of leadership that focuses on supervision, organization, and performance; it is an integral part of the Full Range Leadership Model. Transactional leadership is a style of leadership in which leaders promote compliance by followers through both rewards and punishments. Through a rewards and punishments system, transactional leaders are able to keep followers motivated for the short-term. Unlike transformational leaders, those using the transactional approach are not looking to change the future, they look to keep things the same. Leaders using transactional leadership as a model pay attention to followers' work

neg: Leadership Institute at Harvard College The Leadership Development Initiative (LDI) hosts skill-building workshops (the Skills Development Series) and speaker events with veteran leaders (Biography Speaker Series) to connect undergraduates with exemplary role models. Speakers are drawn from all sectors, including business, civil service, healthcare, non-profits, and social entrepreneurship. LIHC conducts surveys to determine the specific leadership training needs at Harvard College and tailors its workshops to satisfy these needs, such as ethical decision-making in difficult situations, public speaking, negotiation and persuasion, leadership in entrepreneurship, dealing with organizational change, and facing competition with integrity. In the past, LDI has hosted: • Ray Mabus, United States Secretary

neg: Sustainable materials management of SMM: Sustainable Production and Consumption (UNEP) Sustainable Resource Management (UNEP) The US EPA has adopted Sustainable Materials Management as a regulatory framework for managing materials. In June 2009 the EPA put out a report that functioned as a road map to SMM in the U.S. titled "Sustainable Materials Management - The Road Ahead 2009 - 2020". In this report, EPA defines SMM as “... an approach to serving human needs by using/reusing resources productively and sustainably throughout their life cycles, generally minimizing the amount of materials involved and all associated environmental impacts”.The Resource Conservation and Recovery Act (RCRA) sets

neg: Marymount International School Barranquilla Region of Colombia Their mission is to provide comprehensive and Catholic education for the training of leaders committed to a global society through teaching and learning to love God, others, and the world around us. Marymount’s teaching methodologics are coherent with the pedagogical approach of the “Teaching for Understanding” Project Zero of the Harvard Graduate School of Education. Project Zero’s mission is to understand and improve learning, thinking, and creativity in both the humanistic and the scientific disciplines, at an individual and institutional level. This pedagogical approach defines “understanding” as “the ability to apply knowledge in new situations”. It consists

neg: Role conflict for doing so. Another workplace support of work-family conflict is child-care. Some jobs have a daycare facility on site or nearby, assisting parents in knowing their children are well taken care of while they are working. The latter example distributes role expectations to others in order to alleviate role conflict. "Another approach involves changing one's attitude toward and perceptions of one's role expectations, as opposed to changing the expectations themselves. An example is setting priorities among and within roles, being sure that certain demands are always met (for example, the needs of sick children), while others have lower priority (such

neg: Clore Leadership Programme dynamic and diverse leaders. Each year, the Programme awards fellowships and designs programmes tailored to the varied leadership needs of arts professionals at different stages of their career. These include awarding the Clore Fellowship (annually), and running four residential Short Courses (each runs for a fortnight), an Emerging Leaders’ Course (a week’s residential programme) and a number of Clore Plus days (follow-up courses for those who have been through the various programmes at Clore). The Programme also works in partnership with others to deliver leadership development days. The flagship Clore Fellowship is offered to arts and creative industries’ practitioners drawn

neg: Multiteam system individually successful while the system as a whole fails to meet its objectives (DeChurch & Marks, 2006). In recent team research, functional leadership theory has been presented as especially appropriate for conceptualizing the role of the team leader. This theory addresses the leader’s broad relationship to the team (Hackman & Walton, 1986; Lord, 1977) in that the core duty of the leader is "to do, or get done, whatever is not being adequately handled for group needs" (McGrath, 1962, p. 5). The view of team leaders through the functional leadership lens has been extended to the MTS context in recent

neg: Afrocentric education justice, order, harmony, balance, reciprocity and propriety. which is based on the teachings of ancient Kemet. This concept is characterized by the restoring of public confidence and the promotion of psychological and fiscal prosperity among the leaders and their followers. Johari Sita is a multifaceted Afrocentric approach to leadership-followership development. It can best be described as the processes, procedures and practices of ACL-F. This model of leadership is the foundation for nationwide workshops called "Preparing African Youth for 21st Century Leadership and Service." The internal loci of control for Africa centered leaders and followers are contrary to the political and

neg: Leaders Organization is involved in a number of ongoing activities that serve the Palestinian society such as olive picking, streets cleaning and networking between the unemployed fresh graduates and private sector institutions. Leaders is also involved in a number of ongoing training programs for the youth in Palestine, examples of training courses that Leaders conducts include leadership skills, communication skills, negotiation skills and other topics as well. Moreover, through the needs assessment that Leaders Organization conducts on a regular basis, we manage to design and deliver training courses based on the needs of the young people. Leaders is also involved in conflict

neg: Human givens The human givens model proposes that human beings come into the world with a given set of innate needs, together with innate resources to support them to get those needs met. Physical needs for nutritious food, clean water, air and sleep are obvious, and well understood, because when they are not met people die. However, the emotional needs, which the human givens approach seeks to bring to wider attention, are less obvious, and less well understood, but just as important to human health. Decades of social and health psychology research now support this. The human givens approach defines nine emotional

neg: International Monetary Fund role as a generalist institution specialising in macroeconomic issues needs reform. Conditionality has also been criticised because a country can pledge collateral of "acceptable assets" to obtain waivers—if one assumes that all countries are able to provide "acceptable collateral". One view is that conditionality undermines domestic political institutions. The recipient governments are sacrificing policy autonomy in exchange for funds, which can lead to public resentment of the local leadership for accepting and enforcing the IMF conditions. Political instability can result from more leadership turnover as political leaders are replaced in electoral backlashes. IMF conditions are often criticised for reducing government

neg: Poverty threshold paper, "Indicators of Poverty and Hunger", for the United Nations, further defines absolute poverty as the absence of any two of the following eight basic needs: The basic needs approach is one of the major approaches to the measurement of absolute poverty in developing countries. It attempts to define the absolute minimum resources necessary for long-term physical well-being, usually in terms of consumption goods. The poverty line is then defined as the amount of income required to satisfy those needs. The 'basic needs' approach was introduced by the International Labour Organization's World Employment Conference in 1976. "Perhaps the high point

neg: Self mentoring you lead personal and professional growth. Self-mentors identify and develop individual skills that align with internal and external resources to meet expectations using social and professional networks when needed (Carr, 2015). Leadership is a process, not an innate or taught set of skills (Lambert, 2003). Lambert, a scholar in leadership development, reveals supervision to include problem solving, broad-based and skillful participation, co-worker collaboration, and on-task performance. Those who aspire leadership positions need a structured approach to reach their full leadership potential (Bond & Hargreaves, 2014). Assimilating employees into an organization is a critical role for leaders (Lambert, 2003). Commitment from

neg: James P. Liautaud Graduate School of Business. He founded two organizations serving CEO's; Young President Organizations (YPO) WindyCity Chapter and the Chicago Family Business Council. The EI Leadership Institute, (founded as the Liautaud Institute) was funded by Liautaud as a "use-inspired" research institute dedicated to researching and engineering proven solutions, leveraging people's biogenetic needs to create a happier, more effective workforce. At the Institute he engineered processes and proven learnable habits that are steeped in effective research, and use a methodical approach inspired from manufacturing practices (ISO) to create consistent, repeatable and viral change. The EI Leadership Institute has been ranked as one

neg: Authentic leadership today evolved from the history of these terms. It originated in the 1960s as a means to describe how an organization reflects itself authentically through leadership. Some believed that an entire organization could act authentically like a single person through responsibility, reactions to uncertainty, and creativity. Others believed that authentic leadership is actually more about how the leaders define their own role within an organization. Recently, authentic leadership has garnered more attention among scholars and practitioners because of publications from Harvard professor and former Medtronic CEO Bill George and other calls for research. The past decade has seen a surge

neg: Bakke Graduate University an electricity company that had 40,000 employees in 36 countries; providing electricity to 100 million people especially in developing nations. Dennis’ book "Joy at Work: A Revolutionary Approach to Fun on the Job" was on the New York Times Bestseller list in 2005. Lowell Bakke was a longtime pastor in Puyallup Washington that emphasized the role of his church to serve in the community and marketplace. Lowell current serves as a member of the BGU faculty. Marilyn Bakke Pearson is a Bible teacher pioneering women’s leadership in Christian mission. BGU’s founders also included leaders from the World Evangelical Alliance, Leadership

neg: City Year 2005 with 110 Service Leaders in Johannesburg. City Year brings together a diverse group of young people for a year of voluntary service and leadership development. These young people work in teams as tutors, mentors and role models to children in 10 primary schools throughout Johannesburg and Soweto. City Year South Africa works to support the growing National Youth Service movement, with a strong belief that youth service is a powerful vehicle for developing a generation of young leaders for South Africa, promoting a culture of service across all sectors of society, addressing critical development needs in schools and communities,

neg: Fred Swaniker Fred Swaniker Fred Swaniker (born 1976) is a Ghanaian entrepreneur and leadership development expert. He has launched four organizations that aim to develop leaders, primarily in Africa. He is the chairman and founder of the African Leadership Academy, an institution located outside Johannesburg in South Africa that is aiming to develop 6,000 transformative leaders for Africa over a 50-year period. He is also the founder of African Leadership Network, Global Leadership Adventures, and African Leadership University which is opening multiple universities across Africa with the aim of grooming 3 million leaders by 2060. Serving as a 2017 keynote speaker at

neg: Communication and Leadership During Change will make change much easier for everyone and it might end up being for the better. According to Hackman and Johnson, communication is an integral part of the internal process of leaders. Leaders must face many obstacles and challenging situations that can lead to personal growth. Much of the personal development that occurs for leaders is done as an internal process. As they personally deal with issues, they make decisions that affect their lives and the lives of others. Intrapersonal communication plays an important role in the decision making process and for personal development of the leader. What this communication

neg: Amish religious practices up of one of the members serving as bishop, one as the deacon, and one as secretary. Each congregation's leadership, over time, differs from other congregations within adjoining districts in teaching, doctrine, protocol, dress, routines. Congregation leaders meet with other congregation leaders within the same district from time to time and compare needs, problems, teachings, etc. Two key concepts for understanding Amish practices are their rejection of "Hochmut" (pride, arrogance, haughtiness) and the high value they place on "Demut" (humility) and "Gelassenheit" (calmness, composure, placidity), often translated as "submission" or "letting-be". Gelassenheit is perhaps better understood as a reluctance to

neg: White Stag Leadership Development Program identified 80 characteristics of leadership. He summarized them as 11 leadership competencies, which he proposed be taught in a systematic process, using six developmental levels tailored to the various needs of youth at different stages. The White Stag leadership competencies are organized into three groups, taught in relation to individual and group readiness. The group writes down both general goals and very specific, measurable objectives each year that describe leadership in behavioral terms. When engaging learners in leadership development learning activities, the youth staff implement a four-phase approach called "Manager of Learning". The first step requires the participant to practice

neg: North-American Interfraternity Conference needs of its member fraternities, and the role the NIC Standards play in supporting high performance. The program provides IFCs with benchmarks to measure your successes on campus, tools to assess how IFCs should be responding to the needs of its member chapters, and a renewed enthusiasm for advocating for the needs of the fraternity community on its campus. The Undergraduate Interfraternity Institute (UIFI) is a five-day co-educational program that brings fraternity and sorority leaders together and teaches leadership skills, creates awareness of important issues, and calls on each graduate of the program to lead a change initiative within his/her

neg: Transactional leadership in order to find faults and deviations. This type of leadership is effective in crisis and emergency situations, as well as for projects that need to be carried out in a specific way. "Adhering to the path-goal theory, transactional leaders are expected to do the following: Within the context of Maslow's hierarchy of needs, transactional leadership works at the basic levels of need satisfaction, where transactional leaders focus on the lower levels of the hierarchy. Transactional leaders use an exchange model, with rewards being given for good work or positive outcomes. Conversely, people with this leadership style also can punish

neg: Rights Expression Language to the needs of the market they were developed for. A less-obvious problem in comparing RELs is when they have a differing baseline. The baseline defines the conditions implied by the licence when there are no explicit statements included. Some RELs take the "Everything not permitted is forbidden" approach, others (such as ccREL) use the Berne Convention as their baseline. Rights Expression Language A Rights Expression Language or REL is a machine-processable language used to express intellectual property rights (such as copyright) and other terms and conditions for use over content. RELs can be used as standalone expressions (i.e. metadata

neg: Mick Malthouse related academic programs. Malthouse wrote an opinion piece, "Academia and Experience", about his approach to his new role which was published as a La Trobe University Opinion on 14 February 2012. In this he wrote that "'Education for the future needs a lot more than specialised knowledge and skills. It requires life experience. This is what La Trobe expects me to bring to my new role as Vice-Chancellors Fellow. It is a challenge I will relish. The aim is to place more emphasis on the non-academic side of campus life: practical experience, teamwork, leadership skills and community involvement. In my

neg: The Myth of Leadership as leaders – whether through layoffs, war, tax cuts, or even welfare reform. To the leaders, the élite few, we grant the rights and privileges to command and control the vast resources, most importantly the information and decision-making power. There are no exceptions to this split between the privileged few and the burdened many – it will occur, Nielsen believes, in any and every organization that formally designates individuals as leaders and positions as leadership positions. Just as soon as we call someone the leader, Nielsen says, we have created a rank-based context that defines power as “power-over", even to

neg: Altruism (ethics) phrase : Live for others." Various philosophers define the doctrine in various ways, but all definitions generally revolve around a moral obligation to benefit others or the pronouncement of moral value in serving others rather than oneself. Philosopher C. D. Broad defines altruism as "the doctrine that each of us has a special obligation to benefit others." Philosopher W. G. Maclagan defines it as "a duty to relieve the distress and promote the happiness of our fellows...Altruism is to...maintain quite simply that a man may and should discount altogether his own pleasure or happiness as such when he is deciding

neg: Women in the Bible specific groups with specific needs concerning Christian doctrine, counsel, instruction, and conflict resolution; and one Apocalyptic book, the Book of Revelation, which is a book of prophecy, containing some instructions to seven local congregations of Asia Minor, but mostly containing prophetical symbology about the end times. The New Testament names many women among the followers of Jesus and in positions of leadership in the early church. New Testament scholar Linda Belleville says "virtually every leadership role that names a man also names a woman. In fact there are more women named as leaders in the New Testament than men. Phoebe

neg: United States Forest Service diversity, and productivity of the Nation's forests and grasslands to meet the needs of present and future generations." Its motto is "Caring for the land and serving people." As the lead federal agency in natural resource conservation, the US Forest Service provides leadership in the protection, management, and use of the nation's forest, rangeland, and aquatic ecosystems. The agency's ecosystem approach to management integrates ecological, economic, and social factors to maintain and enhance the quality of the environment to meet current and future needs. Through implementation of land and resource management plans, the agency ensures sustainable ecosystems by restoring and

neg: Perth leadership outcome model Perth leadership outcome model The Perth leadership outcome model is a leadership model that aims to characterize leaders by the financial outcome of their leadership, as distinct from the two traditional leadership models of focusing on either the leader's personality or behavioral skills and business competencies. It was developed by E. Ted Prince over the period 2002-6. The traditional leadership models are based on either a personality or a behavioral/competency approach (Bass, 1990). The personality approach is rooted in the "Great Man" theories popular in the early 20th century. Research in this tradition sought to identify the personal qualities that

neg: Think Big and Kick Ass the business genre, "And there’s a subset of the business fad industry: books. Not about a system of work, but titles written by celebrity leaders like Donald Trump, Jack Welch, and others bent on explaining how they got to be as good as they decidedly are and how you too, if you follow their advice, can make it to the top. Mr. Trump’s latest, "Think Big and Kick Ass", probably defines the genre." Jeffrey L. Buller wrote in "Change Leadership in Higher Education" that the book was part of "a school of thought that says when it comes to success

neg: Top-down and bottom-up design gives a vague stimulus, perception becomes a top-down approach." Conversely, psychology defines bottom-up processing as an approach wherein there is a progression from the individual elements to the whole. According to Ramskov, one proponent of bottom-up approach, Gibson, claims that it is a process that includes visual perception that needs information available from proximal stimulus produced by the distal stimulus. Theoretical Synthesis also claims that bottom-up processing occurs "when a stimulus is presented long and clearly enough." Cognitively speaking, certain cognitive processes, such as fast reactions or quick visual identification, are considered bottom-up processes because they rely primarily on sensory

neg: Collaborative leadership benefits and is more practical than just one person solely having the role as the leader. The best thing a collaborative leader can do is to lead by example. They have to ‘walk the talk’, and be seen to model the right behaviors. Leaders must show a willingness take risks, continually question their own ideas, and reward others for their clear communication and valuable insights. The need for collaborative leadership is being recognised in more and more areas; An Ipsos MORI research report published in 2007 found that relationship management and collaborative leadership were the top two qualities or capabilities

neg: Communication and Leadership During Change these tough times. It is vital that the leader keeps the core values of the company in tact while they go through change to make sure that the company still meets the needs of it customers. Some leaders will take note of previous leaders and adopt certain things that were successful that those other leaders did when they went through change. The leader needs to keep the other employees focused during this change period. As mentioned, leaders really need to have their followers focus on change acceptance since change is inevitable. Connor (1997) says there are five steps to help

neg: Strategic leadership endpoint is to build the capacity for strategic thinking across the group so that change, when it occurs, can be absorbed more quickly and more completely. Question 2: What is their job as a leader during ongoing strategy making? Linked to the first question, this second question focuses on how leaders conceptualize their role as they participate in the ongoing strategy process. Is it to provide bold, clear leadership that elicits confidence in their personal capabilities as “hero”, or is it to serve as a “coach and guide” who enables others to perform and stand in the limelight? "Analytical:" Analytical

neg: Muslim women political leaders Islam, the Qur'an and Hadiths. This problem is exacerbated by the complexity of the Arabic language, the different sectors of Islam, such as the differences between Shia Islam and Sunni Islam, and the difference that occur across the different regions. There is not a singular interpretation of the Qur'an that defines Islam. Therefore, the role of women as leaders cannot be definitively found in the Qur'an. The role of female leaders is constantly evolving depending on interpretation. Through new modern interpretations from the "progressive Islam" movement women have gained more freedom and power as leaders. Sections of the Qur’an used

neg: Motivational Leadership be creative to see situations in multiple ways and solve problems more effectively. "Optimism": A leader constantly must be optimistic and have a positive vision because team members feed from that optimism. "Vision": Leaders must have a vision, because followers may not. Integrity: To have integrity means that one is truthful with strong morals. Ability to inspire: A leader must not only have the ability to inspire themselves, but inspire others in the group to get necessary production when the leader needs it. A leader must have the ability to inspire in every situation.http://www.inc.com/peter-economy/7-traits-highly-effective-leaders.html "Courage": Leaders must be willing to

neg: Women's World Banking in leadership makes good business sense also has been borne out in research conducted by Catalyst, a nonprofit that works globally to expand opportunities for women in the workplace. Catalyst has observed, “The more a company mirrors its markets demographically, the better positioned it is to sense and respond to evolving market needs.” A 2008 leadership survey conducted by WWB showed that female loan officers and women authority figures make powerful role models for their female customers. An MFI with a gender-diverse work force can therefore differentiate itself as an organization committed to understanding and serving women. WWB works to

neg: Self mentoring that is right for you. Self-mentoring strengthens the existing culture in an organization. Barth (1999) views leadership as everyone’s work. Leaders grow when engaged with others to make sense of the world, reach out to new hires, commit to shared results, and develop identities as owners of their system - the organization. Self-mentoring provides a framework to welcome new employees, while also offering leadership opportunities to seasoned workers ready to step into supervisory roles. These positions may include administrative roles, responsibilities serving new employees, or a change in career direction. The benefits of using methods in self-mentoring when acclimating to

neg: First Book Gold and Arky still serve on the First Book Board of Directors. First Book is a nonprofit and a social enterprise. The First Book Marketplace is First Book's eCommerce site that provides First Book’s network of educators, librarians, providers, and others serving children in need with thousands of free and affordable brand new books, educational resources, and basic needs items. The First Book Marketplace is designed to addresses the barriers to education and attendance for kids in need from birth to age 18. It is available to educators and program leaders serving Title I or Title I-eligible schools and programs.

neg: Competitive advantage are able to meet the needs of the consumer. Porter believes that once businesses have decided what groups they will target, it is essential to decide if they will take the cost leadership approach or differentiation approach. Focus strategy will not make a business successful. Porter mentions that it is important to not use all 3 generic strategies because there is a high chance that companies will come out achieving no strategies instead of achieving success. This can be called "stuck in the middle", and the business won't be able to have a competitive advantage. When businesses can find the

neg: Evolutionary leadership theory advantages. A good leader has great respect and prestige, and this may translate into greater privileges and more sexual liaisons. Power is still a relevant factor for humans, making it possible to increase own interests at the expense of others (as we see in dominance hierarchy). People therefore prefer to follow leaders who show integrity and generosity. In hunter-gatherer societies there are a number of corrective mechanisms to keep leaders in check In evolutionary leadership theory such correction mechanisms are called "strategies to overcome the powerful" (STOPs). The mismatch hypothesis in ELT is a variation on the savanna principle that

neg: Glenn D. Paige the study of political leadership, and leadership in general, can be organized and developed following scientific bases. This framework, presented as an "multivariate, multidimensional linkage approach" considers six main factors that impact the behavior of political leaders: personality, role, organization, tasks, values, and setting. At the same time, these factors also generate patterns of behavior that can affect or be affected by 18 societal political dimensions as the extent of conflict, the use of violence, the presence of consensus, and the practice of compromise. In his 1968 book "The Korean Decision: June 24–30, 1950", Paige provided a significant contribution to

neg: Tangent space was the traditional approach toward defining parallel transport and was used by Dirac. More strictly, this defines an affine tangent space, which is distinct from the space of tangent vectors described by modern terminology. In algebraic geometry, in contrast, there is an intrinsic definition of the tangent space at a point of an algebraic variety formula_6 that gives a vector space with dimension at least that of formula_6 itself. The points formula_8 at which the dimension of the tangent space is exactly that of formula_6 are called non-singular points; the others are called singular points. For example, a curve that

neg: Ted Haggard but also to the interests of others." "I took a free-market approach to that and just wanted to empower people to minister whatever was in their hearts." Some of the best-known results of this model are the Mill, the Desperation Band and Desperation interns, the Furnace and World Prayer Center, 24/7 leadership training and New Life Groups, a unique brand of free-market small groups as well as many others. As an example of his coaching of young leaders, John Bolin, in the book "Confident Parents, Exceptional Teens" that he co-wrote with Haggard, says "[Haggard] talked about communicating with people by

neg: Art of representation the two. (Diderot describes this psychological duality as the actor's "paradox".) Art of representation The "art of representation" () is a critical term used by the seminal Russian theatre practitioner Konstantin Stanislavski to describe a method of acting. It comes from his acting manual "An Actor Prepares" (1936). Stanislavski defines his own approach to acting as "experiencing the role" and contrasts it with the "art of representation". It is on the basis of this formulation that the American Method acting teacher Uta Hagen defines her recommended Stanislavskian approach as 'presentational' acting, as opposed to 'representational' acting. This use, however, directly

neg: Art of representation Art of representation The "art of representation" () is a critical term used by the seminal Russian theatre practitioner Konstantin Stanislavski to describe a method of acting. It comes from his acting manual "An Actor Prepares" (1936). Stanislavski defines his own approach to acting as "experiencing the role" and contrasts it with the "art of representation". It is on the basis of this formulation that the American Method acting teacher Uta Hagen defines her recommended Stanislavskian approach as 'presentational' acting, as opposed to 'representational' acting. This use, however, directly contradicts mainstream critical use of these terms. Despite the distinction, Stanislavskian

neg: Youth engagement emerged in recent years as a leading-edge, broad-based approach and best practice to meet the needs of youth, including youth at risk. It is a process that offers meaningful participation for youth—that is, participation with passion—and opportunities for youth to take responsibility and leadership while working in partnership with caring adults who value, respect and share power with them. Research suggests that a supportive family background, mentors or role models, involvement in cooperative activities, cultivation of intrinsic interest, awareness of moral and political issues, and traits such as moral sensitivity and optimism are among the central factors that support youth

neg: Philosophy of copyright most common consequentialist position is utilitarianism, which defines the 'best' situations to be those in which people are in total as happy or fulfilled as possible. Economists' analyses of copyright tend to follow this philosophical approach. A related class of theories is called instrumentalism; it holds that copyright law must exist for clear, coherent and necessary purposes, without being so strict as to require that it maximise some kind of 'goodness' in its outcome. Some copyright scholars believe that, regardless of contemporary advances in technology, copyright remains the fundamental way by which authors, sculptors, artists, musicians and others can fund

neg: Entrepreneurial leadership or situations give those with an "entrepreneurial" approach the ability to exploit opportunities to gain advantage for their organisation faster than others. A number of organisations have sought to develop the concept of entrepreneurial leadership within the business world. A good example is UBS, the global bank, which in the period 2002 to 2006 proactively developed entrepreneurial leadership amongst its top 500 leaders. The success of this was demonstrated by improvements in individual, team and financial performance, the project becoming a key element in the Harvard Business School Case study, "UBS Aligning the Integrated firm". The bank was subsequently awarded

neg: Outcome mapping approach, expect-to-see are items that are brutally realistic, like-to-see are items that are somewhat idealistic, and love-to-see are items that are actually unrealistic. Outcome mapping defines six types of actions that project leaders can take to effect each individual progress marker. These actions are filled in into a grid of tactics called in outcome mapping terminology a strategy map. The cells on the grid are called I1, I2, I3, E1, E2, and E3. I-class tactics ("internal" or "individual") are aimed at specific groups and individuals. E-class tactics ("external" or "environment") are aimed at the surrounding situation that groups or individuals

neg: Oppression complete gender equality in the workplace because of the "ideal-worker norm," which "defines the committed worker as someone who works full-time and full force for forty years straight," a situation designed for the male sex. Women, in contrast, are still expected to fulfill the caretaker role and take time off for domestic needs such as pregnancy and ill family members, preventing them from conforming to the "ideal-worker norm". With the current norm in place, women are forced to juggle full-time jobs and family care at home. Others believe that this difference in wage earnings is likely due to the supply

neg: Trait leadership female leaders are both equally effective. Task competence relates to how individuals approach the execution and performance of tasks (Bass & Bass, 2008). Hoffman grouped intelligence, Conscientiousness, Openness to Experience, and Emotional Stability into this category. Lastly, interpersonal attributes are related to how a leader approaches social interactions. According to Hoffman and others (2011), Extraversion and Agreeableness should be grouped into this category. Recent research has shifted from focusing solely on distal (dispositional/trait-like) characteristics of leaders to more proximal (malleable/state-like) individual differences often in the form of knowledge and skills (Hoffman et al., 2011). The hope is that emergence of

neg: Margaret Heffernan Margaret Heffernan Margaret Heffernan (born 1955) is an entrepreneur, CEO, writer and keynote speaker. She is currently a part time lecturer at the School of Management of the University of Bath. Heffernan is the former CEO of five businesses, and is the writer of five books, largely exploring business and effective leadership. She teaches entrepreneurship, mentors executives as part of a leadership development company, speaks to corporations, associations and universities about topics such as continuous innovation and the role of leaders in serving the talent they hire. While Heffernan’s first two books focused on these issues as they impact women

neg: Shopper marketing part of an overall integrated marketing approach that considers the opportunities to drive consumption and identifies the shopper that would need to purchase a brand to enable that consumption. These shoppers need to be understood in terms of how well they interpret the needs of the consumer, what their own needs as a shopper are, where they are likely to shop, in which stores they can be influenced in, and what in-store activity influences them. Unilever defines a shopper insight, an insight upon which shopper marketing is based, as a "focus on the process that takes place between that first

neg: Feminine style of management today. In addition to the thousands of women who now receive graduate and doctoral degrees, many hold managerial positions within companies, and females hold 45% of all managerial posts. Today, many nonprofit organizations take a feminine style of leadership approach when handling employees. These particular organizations tend to encourage participation among group members, show flexibility, and maintain a non-hierarchical work environment. Leaders that take on this style tend to show genuine care and understanding towards their employees. The empathy they have for others enables their employees to feel as though they are recognized and valued within the organization. These leaders

neg: Social justice educational leadership extends the concepts further to support students from diverse groups with a wide range of needs. Through restructuring staff allocation and assessing student progress through disaggregated data, school leaders strive to create schools with equal access and equitable support for all students. Social justice educational leaders recognize the role race, ethnicity, family income, ability, gender, and sexual orientation play in predicting student success in school. They commit to creating schools that address societal inequalities by striving to help all students reach academic proficiency. As described by Scheurich and Skrla, "In striving for both equity and excellence... we are aiming for

neg: University of Colorado Denver School of Public Affairs practice. For over three decades, the DCLF has helped shape the skills community leaders need to turn challenge into opportunity and conflict into collaboration. The program aims to build strong linkages and working relationships among leaders from different sectors and provide an understanding of new leadership needs and capacities. In this intensive residential seminar participants examine their role in the public sector, explore the changing environment in which they operate and develop leadership skills to facilitate effective public action. Attendees include elected officials and upper-level managers from the federal, state and local levels of government, and nonprofits. The School of

neg: Campaign Against Antisemitism messages from that group have been in line with CST’s stated approach of seeking to avoid undue panic and alarm. We encourage Jewish communal leaders and others when speaking on antisemitism to follow CST’s example and to be reassuring and responsible in their language, taking into account the activity which as we have outlined had been undertaken before the summer and during it. So too, it is important that the leadership do not conflate concerns about activity legitimately protesting Israel’s actions with antisemitism, as we have seen has been the case on some occasions. In January 2015, the Institute for

neg: Narcissistic leadership without a leader, a narcissist is likely to take charge. Researchers have found that people who score high in narcissism tend to take control of leaderless groups. Freud considered "the "narcissistic" type... especially suited to act as a support for others, to take on the role of leaders and to... impress others as being 'personalities'.": one reason may be that "another person's narcissism has a great attraction for those who have renounced part of their own... as if we envied them for maintaining a blissful state of mind—an unassailable libidinal position which we ourselves have since abandoned." According to the

neg: Leadership the distinction made by Burns (1978) between "transactional" leadership (characterized by emphasis on procedures, contingent reward, management by exception) and "transformational" leadership (characterized by charisma, personal relationships, creativity). In contrast to individual leadership, some organizations have adopted group leadership. In this so-called shared leadership, more than one person provides direction to the group as a whole. It is furthermore characterized by shared responsibility, cooperation and mutual influence among the team members. Some organizations have taken this approach in hopes of increasing creativity, reducing costs, or downsizing. Others may see the traditional leadership of a boss as costing too much in

neg: Green Party of Ontario leadership elections Green Party of Ontario leadership elections In the decade following its founding, the Green Party of Ontario did not have a formal leadership structure, and was run in a very decentralized manner (nominal leaders were sometimes chosen for elections, but they had no personal authority over party decisions). Frank De Jong and others opposed this approach, and successfully campaigned for a formal leadership contest in 1993. Frank De Jong entered this contest, and defeated Jim Harris, who later became leader of the Green Party of Canada. De Jong was challenged for the leadership of the Ontario Green Party by Judy

neg: Steve Biko Foundation for success, but for significance. This approach is underpinned by five central values: Among others, the following programmatic activities are utilized to promote the link between identity, agency and social action: All too often, individuals and institutions outside of mainstream political formations, and recognized opinion makers, are excluded from social discourse. In seeking to create a culture of interrogative leadership, the third pillar of the Steve Biko Foundation’s leadership development program centres on increasing the capacity of communities to produce organic leaders through a self-replenishing leadership culture, sustained by consistent engagement with contemporary social issues. The Foundation seeks to empower

neg: Shared leadership to have all of the skills and traits to effectively perform the necessary leadership functions. Thus, shared leadership is becoming increasingly popular in teams, as multiple team members emerge as leaders, especially when they have the skills/knowledge/expertise that the team needs. There are two main ways that most researchers measure the existence and extent of shared leadership in a team: Ratings of the team's collective leadership behavior and Social Network Analysis. A less common technique of measuring shared leadership is with the use of behaviorally anchored rating scales. Many studies measure shared leadership as team member perceptions of leader behavior

neg: Authentic leadership W.L., Cogliser, C.C., Davis, K.M., & Dickens, M.P. (2011). Authentic leadership: A review of the literature and research agenda. "Leadership Quarterly, 22", 1120-1145. George, B., & Sims, P. (2007). "True North: Discover your Authentic Leadership". San Francisco: Jossey Bass. Authentic leadership Authentic leadership is an approach to leadership that emphasizes building the leader’s legitimacy through honest relationships with followers which value their input and are built on an ethical foundation. Generally, authentic leaders are positive people with truthful self-concepts who promote openness. By building trust and generating enthusiastic support from their subordinates, authentic leaders are able to improve individual and

neg: Leadership exchange for something else. Power is given to the leader to evaluate, correct, and train subordinates when productivity is not up to the desired level, and reward effectiveness when expected outcome is reached. This LMX theory addresses a specific aspect of the leadership process is the leader–member exchange (LMX) theory, which evolved from an earlier theory called the vertical dyad linkage (VDL) model. Both of these models focus on the interaction between leaders and individual followers. Similar to the transactional approach, this interaction is viewed as a fair exchange whereby the leader provides certain benefits such as task guidance, advice,

neg: Leadership training (Boy Scouts of America) adult volunteer's role, the Boy Scouts require all adults to attend a variety of training and leadership programs. Every adult leader must annually complete Youth Protection Training. Each adult must also complete a "Fast Start" training specific to their program. Position-specific training is provided, including unit committee members, Den Leaders, Cubmasters, Scoutmasters, Unit Commissioners, and others. Skill-specific training is also available to gain knowledge in outdoors skills including camping, hiking, first aid, Leave No Trace, swim safety, climbing safety, hazardous weather, and other skills. The highest level of training available to Cub Scouting, Boy Scouting, and Venturing leaders is Wood

neg: Communication and Leadership During Change increase your chances of emerging as a leader in an organizational context. A great deal of a leader's development happens internally. Leadership development is an "inside-out" process that starts within the leader and then moves outward to impact others. A leader's effectiveness is based on character principles like fairness, integrity, honesty, service, excellence, and growth. According to Stephen Covey's "The Seven Habits of Highly Effective People", habits are a combination of knowledge (what to do and why to do it), skill (how to do it), and motivation (wanting to do it). Spirituality has played a critical role in leaders development,