Now showing items 1-5 of 5
Measuring the Efficacy of Leaders to Assess Information and Make Decisions in a Crisis: The C-LEAD Scale
(Center for Public Leadership, 2009-07-01)
Based on literature and expert interviews, we developed the Crisis Leader Efficacy in Assessing and Deciding scale (C-LEAD) to capture the efficacy of leaders to assess information and make decisions in a public health and ...
Contemporary Public Leadership In China: A Research Review and Consideration
(Center for Public Leadership, 2005-01-07)
Background China’s economic and political importance has captured the world’s attention. China has become increasingly integrated into the global economy. Between 2000 and 2003, it accounted for one-third of global economic ...
Knowledge Nomads: Understanding an Overlooked Segment of the Workforce Helps Managers Lead
(Center for Public Leadership, 2006-01-08)
Managers have formal and official supervisory authority within an organizational hierarchy. As a result, a perennial concern of managers is employee mobility, i.e., the turnover of workers, and the implication of worker ...
Not So Lonely At The Top?: An Exploratory Study Of The Multiple Commitments Of Aspiring Leaders
(Center for Public Leadership, 2006-01-10)
Leadership is often viewed as a lonely endeavor, as this quote exemplifies. Leaders are frequently perceived as standing “alone” at the top of the hierarchy. Drive and sustained commitment have been linked to the attainment ...
Leader Authenticity Markers: Findings From A Study of African-American Leaders
(Center for Public Leadership, 2004-01-06)
Authenticity has become a central concept in leadership studies, but the question of how followers assess the authenticity of their political leaders has not been addressed. With few exceptions, the literature on ...