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Which level of AT training provides senior military and civilians executive leadership with the requisite knowledge to enable development of AT program policies and facilitate oversight of all aspect?
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Meaning of business development executive?
Business development executive provides new strategies, policies for growth of any organisation .
What is the role of a business executive?
the role of a business development executive is to service and maintain the company clientele, by bringing in more client and selling the company in every positive manner he or she must have a good public relation
What is Leadagement?
LEADAGING TOMORROW'S ORGANISATION From our observation of the current ORGANISATIONAL structures around the world, one has found that there is a traditional DUALISATION of the headship of corporations and institution into the conventional positions of the PRESIDENT / CHIEF EXECUTIVE OFFICER (the CEO), on one hand , and that of the CHAIRMAN on the other. Now, we would like to suggest here, in line with the principles and practices of LEADAGEMENT, that the COMBINATION of the Corporate Roles of the CHAIRMAN and the PRESIDENT / CHIEF EXECUTIVE OFFICER (the CEO), or the MANAGING DIRECTOR (MD), could be given to the newly conceived position of the LEADAGER. We are convinced that both the MANAGER and his/her MANAGERIAL role as well as the CHAIRMAN and his/her LEADERSHIP role will be synthesised into the LEADAGEMENT role for tomorrow's organisations Below is an OUTLINE of LEADAGEMENT, the future EXECUTIVE Development and Deployment system. LEADAGEMENT: BEYOND MANAGEMENT AND LEADERSHIP BACKGROUND: The 4 Operational and Developmental STAGES of Global Executive Functions of GOVERNANCE could be viewed as follows: STAGE 1: ADMINISTRATION STAGE 2: MANAGEMENT STAGE 3: LEADERSHIP STAGE 4: LEADAGEMENT LEADAGEMENT is the new super model of ADMINISTRATION and EXECITIVE functions beyond the current systems of MANAGEMENT and LEADERSHIP. LEADAGEMENT involves an EXECUTIVE who is LEADAGING an organisation as a LEADAGER, not just as a MANAGER or simply a LEADER, to LEADAGE for the highest level of personal performance and organisational productivity. LEADAGEMENT: THE DEFINITIONS (1)LEADAGEMENT Leadagement is the organic integration of management and leadership principles and practices in a synergetic, systematic and strategic way for the most effective and efficient executive and administrative productivity. Leadagement is the new super model of ADMINISTRATION and EXECITIVE functions beyond the current systems of MANAGEMENT and LEADERSHIP. Leadagement involves an EXECUTIVE who is LEADAGING an organisation as a LEADAGER, not just as a MANAGER or simply a LEADER, to LEADAGE for the highest level of personal performance and organisational productivity. Leadagement is really the essence of global executiveness. Leadagement as a WORD is derived from the combination of LEADership and manAGEMENT . (2) LEADAGE Leadage is how to both lead to manage and to manage to lead for maximum productivity and quality in the executive and administrative function. Leadage as a WORD is derived from the combination of LEAD and manAGE (3) LEADAGING Leadaging is the dynamic processs of managing leadership and leading management roles and functions for the most productive and qualitative performance of global executiveness. Leadaging as a WORD is derived from the combination of LEADing and manAGING (4) LEADAGER A Leadager is an efficient manager-leader who is at the same time an effective leader-manager, performing their leadaging role beyond just managing or leading an organisation or nation successfully. Leadager as a WORD is derived from the combination of LEADer and manAGER WHY LEADAGEMENT There is a GLOBAL need for the philosophical and operational SYNTHESIS of the basic Principles / Practices / Prospects / Processes of MANAGEMENT and LEADERSHIP, thereby taking CORPORATE GOVERNANCE to the required next level of development ! There is a general acknowledgement of the NEED to make great MANAGERS function better as good LEADERS too. And it is vice versa for great LEADERS as well to function as good MANAGERS. But what about what I would like to refer to as "EXECUTIVE DISSONANCE", whereby a manager would only want to perform their executive role simply and solely within MANAGERIALISM, and the organisational leader wanting to perform strictly within LEADERSHIPISM, and whereby both executive officers finding it very difficult to switch between the two administrative and governance paradigms, even when and if they are consciously trying to be flexible in the executive performances to reflect both their MANAGERSHIP as well as LEADERSHIP roles and goals . The observable EFFECT of this "Executive Dissonance" is the imbalance in the expected OUTCOMES of Management and Leadership PERFORMANCE in terms of compromising of EFFICIENCY for EFFECTIVENESS and vice versa. We would like to hypothesise that LEADAGEMENT Practice will help organisations and their executives achieve a better balancing of ADMINISTRATIVE and GOVERNANCE outcomes. There is MANAGEMENT in LEADERSHIP, as there is LEADERSHIP in MANAGEMENT, while both are really embedded in LEADAGEMENT. It makes our task of EXECUTIVE development and deployment much easier if and when we apply the super-model of LEADAGEMENT without needing to continuously switch from neither MANAGEMENT to LEADERSHIP, nor from LEADERSHIP to MANAGEMENT. LEADAGEMENT DEVELOPMENTWe anticipate that sooner or later, people and organisations would want to be in the league of the most productive executives, globally, whereby every good and great MANAGERS and LEADERS everywhere will require to ADVANCE themselves and their organisations further and higher with LEADAGEMENT from now on as the pioneer new world LEADAGERS ! We earnestly seek contributions from all cadres of EXECUTIVES and the general public, GLOBALLY, on our ongoing efforts at developing and propagating the new subject of LEADAGEMENT. Out task now is how to make the new subject of LEADAGEMENT live up to its billing.
How can organizations develop effective leaders?
Developing leaders and leadership in organizations HGSE Professor David PerkinsEducational leaders are increasingly looking at lessons learned in other industries to inform their leadership strategies. The Learning Innovations Laboratory (LILA) is a research initiative at Project Zero at the Harvard Graduate School of Education, led by principal investigator David Perkins, Professor of Education. LILA is a collaborative learning community of business leaders and Harvard researchers whose members include executives from diverse organizations, including the US Army, the World Bank, Cisco Systems, Raytheon, Humana, YMCA, and Deloitte.What challenges are we likely to face in developing leadership in organizations? What steps should organizations take to improve the effectiveness of their leadership development initiatives? In this piece, the LILA contributors suggest that successful leadership development hinges on (1) Focusing on the development of leadership, not individual leaders; (2) Distributing leadership responsibility throughout an organization; (3) Embedding leadership development in the context of people's work; and (4) Assessing your organization's capacity for, and immunity to, leadership development."Are we witnessing the end of leadership?" asks LILA principal investigator David Perkins. With this provocative question, Perkins suggests that the voluminous and ever-growing body of leadership research has invested this term with so many (often conflicting) meanings that it may have lost much of its utility.In his book, King Arthur's Round Table (2003), Perkins identifies four different patterns or "archetypes" onto which the many nuanced varieties of leadership might be mapped:Answer-Centered Leadership. Declares what's to be done and why. Answer-centered leaders provide direction from the top of an organization.Vision-Centered Leadership. Offers a strong energizing vision about the general direction of an organization, along with great personal commitment.Inquiry-Centered Leadership. Fosters inquiry at various levels through questions, facilitation, and establishing community and organizational structures supportive of inquiry.Leadership by Leaving Alone. Leaves people alone to find their way. This Darwinian approach reveals the personnel who have what it takes to survive and assume roles with increasing responsibility.Despite the lack of consensus about what constitutes leadership, organizations generally agree on one point - there isn't enough of it. The ongoing obsession with the leadership theme reflects the widespread belief that developing leaders and leadership is a sure means of transforming organizations for the better.So, leadership development matters - but how do we engage in it successfully? LILA's members and researchers explore this question via in-depth discussions of their own organizational experiences. These discussions have yielded rich insights and practical suggestions that can be distilled into four principal injunctions:1. Focus on developing leadership, not individual leadersIn spite of the proliferation of competing theories of leadership, the most popular leadership development publications and programs reinforce the ideal of the "leader as individual hero" - the strong-willed, charismatic chief executive who personifies an organization and its success. The celebrity CEO makes decisions at the top of a hierarchical, command-and-control structure. In such organizations, leadership development entails selecting a subset of personnel for special training that will make these individuals "leaders" - irrespective of the contexts and web of relationships in which they operate. This model of leadership development is simplistic; it errs in conceiving of leadership as a property of a few, select individuals, rather than as an input into a variety of situations. LILA's contributors encourage us to think of leadership as a product of the relations that exist between people in an organization. Nicolas Gorjestani, Chief Learning Officer at the World Bank, cites the need to develop a new set of "behavioral competencies" at the Bank - competencies that have not traditionally been associated with the "charismatic individual" model of leadership.Gorjestani identifies these key competencies as humility, empathy, curiosity, listening, hearing, and patience. By cultivating such competencies in teams and across organizations, leadership is expressed as enabling - as allowing the valuable talents and contributions of others to emerge - rather than as dictating to others or compelling imitation of one's own behavior. Speaking to this distinction, Linda Hill of the Harvard Business School advocates asking the question, "Am I creating a context where others can lead?" rather than the question, "Am I leading?"2. Distribute the responsibility for leadership throughout your organizationTraditionally, leadership development programs have been targeted at executives and managers who occupy nominal positions of authority and exhibit leadership "potential." In a fully adaptive, successful organization, leadership is expressed when an individual plays one of several roles that, collectively, ensure the effective functioning of that organization. John Clippinger, a scholar of distributed leadership at the Harvard Law School, proposes that these include (but are not limited to) the following "archetypal" leadership roles: The Exemplar. The role model that others imitate; exemplifies the assessment criteria and sets the standards for becoming a member of a network; important in setting the tone and culture of the organization.The Gatekeeper. Understands the criteria for being included, retained, elevated, and excluded from a network; decides who is in and who is out; denies admittance to, and weeds out, those who fail to meet the standards of the network.The Visionary. Determines what is limiting about the present and shows what is possible for the future; imagines new possibilities and plays a critical role in moving the networked organization in new directions.The Truth-Teller. Keeps the network honest; identifies half-truths, cheaters, liars, and spinners in the networked organization; exemplifies independence, transparency, accuracy, and candor in the face of tremendous pressure.The Fixer. Knows how to get things done; pragmatic and results oriented; creative in solving problems, and often bends rules and works through informal networks.The Connector. Participates in multiple social networks; has numerous friends, contacts, and connections; critical to identifying and accessing new resources and helping get a message out.The Enforcer. Uses coercion and pressure (perhaps physical, but more likely peer or psychological) to compel adherence to rules and network standards.The Facilitator. Creates sub-networks or communities that provide network value and benefit an entire group; plays the role of a "community coordinator" in communities of practice; vital to coordinating and enabling other actors and decision-makers.It is necessary for every individual within an organization to be encouraged to exercise leadership from time to time, under circumstances where their particular knowledge, skills, and circumstances make it advantageous to do so. Consequently, leadership development initiatives must encourage people to think in terms of alternating between leader and follower roles.3. Embed leadership development in work processes, rather than in leadership trainingThe idea that leadership is a property of organizational networks - and that every person within a structure can, and should, play leadership roles - has profound implications for leadership development. David Perkins and Linda Hill suggest that leadership development is most effective when personnel are encouraged to learn from "real world" problems and challenges presented by their jobs. Effective leadership development does not happen in a vacuum, or in a classroom, but in the flow of engaging work. It is a process, not an event. 4. Assess your organization's capacity for (and immunity to) leadership developmentOrganizations often leap into leadership development initiatives without assessing their capacity for, and resistance to, such programs. LILA members caution against the development of an "avoidance culture;" organizations that start new initiatives in order to avoid following through on prior initiatives are exhibiting the signs of an avoidance culture. David Perkins refers to the "idea-action gap" - the inability of many organizations to follow through on avowed commitments to change-oriented programs, such as leadership development.Leadership initiatives often fail because their proponents fail to recognize, and locate the sources of, unacknowledged commitments that compete with their new, expressed commitments. An expressed commitment to more distributed leadership may, for example, conflict with a deeper, hidden commitment to preserving decision-making autonomy at the top of an organization as a bulwark against the erosion of senior managements' status and rewards.Excerpted with permission from "Developing Leaders & Leadership in Organizations," by David A. Cole, LILA Insights, July 2005.
How can you start a business in executive coaching?
Starting a business in executive coaching you would first need to know the basics. You need to have good leadership skills as well as being motivated to help others get things done. From there you can open yourself to businesses looking for an executive coach to gain more experience in the field to know if that is what you really want to do. If you feel good about helping others go ahead and open your business and get started.
What companies offer jobs at executive development?
Executive development refers to the activities and training programmes planned for improving the leadership and management skills of executives in a company. Some examples of companies offering executive development jobs include Macy's.
Where can I go to learn more about executive leadership?
AstraZeneca is a company that allows employees to train in an executive leadership role. Many colleges offer additional professional development opportunities in this category.
What are the benefits of attending an executive leadership development program?
The benefits of attending an executive leadership development program is learning skills necessary or desirable for companies that they look for during their recruitment sessions. Alternatively it may allow you to qualify or be eligible for a promotion if the company acknowledges your effort to improve your performance.
What has the author Umesh Ramakrishnan written?
Umesh Ramakrishnan has written: 'There's no elevator to the top' -- subject(s): Executive ability, Executives, Leadership, Career development, Success in business 'There's no elevator to the top' -- subject(s): Executive ability, Executives, Leadership, Career development, Success in business
Which level of at training provides senior military and civilian executive leadership with the requisite knowledge to enable development of the at program?
Level IV
What each letter in LEADER Stand for?
Leadership Education Advancement Development Endowment and Resources Lizzie Enthusiastically Assumes Daring Executive Role
Does anyone offer an executive leadership training camp ont he West Coast?
Yes, there are a couple of organizations that offer executive leadership training camps on the West Coast. Two of these include Wmerson Executive and Executive Leadership Solutions, Inc.
What has the author Christine Turner written?
Christine Turner has written: 'Executive coaching as a leadership development strategy' -- subject(s): Leadership, Management, Mentoring in business, Organizational behavior, Training of, Study and teaching, Business consultants, Executives
What has the author Stephen J Zaccaro written?
Stephen J. Zaccaro has written: 'Multiteam systems' -- subject(s): Leadership, Management, Teams in the workplace, PSYCHOLOGY / Applied Psychology, BUSINESS & ECONOMICS / Leadership, Organizational effectiveness, PSYCHOLOGY / Industrial & Organizational Psychology 'The Nature of Executive Leadership' 'Models and theories of executive leadership' -- subject(s): Executive ability, Leadership
Who was the first president to claim the leadership role for the executive branch in law making?
Theodore Roosevelt was the first president to claim the leadership role for the executive branch. The President heads the executive branch of the government.
What has the author Marvin Bower written?
Marvin Bower has written: 'The will to manage' -- subject(s): Industrial management 'The development of executive leadership' -- subject(s): Industrial management, Executives
What are the duties of a county executive?
The Offices of the County Executive (OCE) provides political leadership to the community.
