Applying common sense leadership : evidence from senior leaders

The purpose of this study is call for further academic conversations into how to practice common sense leadership in a 21st century organization. This qualitative study was performed from July 29th through December 7th, 2010, which involved 26 participants from across the United States who were iden...
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Autor*in:	Webber, Jon K. [verfasserIn] Goussak, Gregory W. [verfasserIn] Ser, Elliot M. [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2013

Umfang:	graph. Darst.
Beschreibung:	Systemvoraussetzungen: Acrobat Reader.

Übergeordnetes Werk:	In: Advances in management & applied economics - Christchurch, New Zealand : Scientific Press International Limited, 2011, 3(2013), 4, Seite 1-9
Übergeordnetes Werk:	volume:3 ; year:2013 ; number:4 ; pages:1-9

Links:	Volltext

Katalog-ID:	750627867

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author	Webber, Jon K.
spellingShingle	Webber, Jon K. jelc M12 26 common sense leadership 26 leadership 26 management by values 26 MVB Applying common sense leadership evidence from senior leaders
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topic_title	M12 M14 jelc 26 00 DE-206 56 common sense leadership 26 00 DE-206 56 leadership 26 00 DE-206 56 management by values 26 00 DE-206 56 MVB Applying common sense leadership evidence from senior leaders Jon K. Webber, Gregory W. Goussak and Elliot M. Ser
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title_full	Applying common sense leadership evidence from senior leaders Jon K. Webber, Gregory W. Goussak and Elliot M. Ser
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title_auth	Applying common sense leadership evidence from senior leaders
abstract	The purpose of this study is call for further academic conversations into how to practice common sense leadership in a 21st century organization. This qualitative study was performed from July 29th through December 7th, 2010, which involved 26 participants from across the United States who were identified as senior leaders in their organization. These executives indicated that leading by example; managing your human assets; doing the right thing; seeing the big picture; developing a plan for the future; and making the right hiring and transitional decisions were key common sense leadership best practices. Participants concluded that common sense leadership is a full, hands-on effort, which requires attention to every detail of the business from financial to human asset management toward all members of the organization.
abstractGer	The purpose of this study is call for further academic conversations into how to practice common sense leadership in a 21st century organization. This qualitative study was performed from July 29th through December 7th, 2010, which involved 26 participants from across the United States who were identified as senior leaders in their organization. These executives indicated that leading by example; managing your human assets; doing the right thing; seeing the big picture; developing a plan for the future; and making the right hiring and transitional decisions were key common sense leadership best practices. Participants concluded that common sense leadership is a full, hands-on effort, which requires attention to every detail of the business from financial to human asset management toward all members of the organization.
abstract_unstemmed	The purpose of this study is call for further academic conversations into how to practice common sense leadership in a 21st century organization. This qualitative study was performed from July 29th through December 7th, 2010, which involved 26 participants from across the United States who were identified as senior leaders in their organization. These executives indicated that leading by example; managing your human assets; doing the right thing; seeing the big picture; developing a plan for the future; and making the right hiring and transitional decisions were key common sense leadership best practices. Participants concluded that common sense leadership is a full, hands-on effort, which requires attention to every detail of the business from financial to human asset management toward all members of the organization.
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