Follower-Oriented Leadership

Leadership is a symbiotic relationship between those who choose to lead and those who choose to follow. Any di scussion of leadership must attend to the dynamics of this relationship. Strategies, tactics, skills, and practices are worthless unless the fundamental human aspirations that connect leaders and their constituents are understood (the word constituents is preferred to followers because the former connotes a greater sense of engagement and commitment than the latter term). What leaders say they do is one thing; what constituents say they want and how well leaders meet these expectations is another. For a balanced view of leadership, one must consider the expectations that people have of their leaders: What do they look for and admire in a person they would willingly follow

Leadership is Everyone\u27s Business & Other Lessons from Over a Dozen Years of Leadership Research

In this article we discuss several lessons we\u27ve learned from thousands of venturers about what it takes to get extraordinary things done in organizations, and we examine some implications for the practice of organization development

We Lead from the Inside Out

Business leaders we must clarify and effectively communicate their values before expecting others to follow. To identify values requires thorough and often intense self-examination

Leadership practices: an alternative to the psychological perspective

Leaving aside these important arguments for the moment, there is ample evidence of a viable construct called leadership and attempts to understand and measure this phenomenon are worthwhile. In this paper we present first a brief review of our qualitative efforts to develop a conceptual framework for understanding leadership. Described in more detail are the empirical efforts utilized in developing a reliable and valid instrument to measure this leadership model

We Lead from the Inside Out

This article makes the argument that becoming an effective leader is an inside-out process. Leaders, through self examination, realize their passions, values, and the legacy that gives meaning to their life. Leading a life that is congruent with one\u27s personal believes and values gives leaders the authenticity and credibility that their constituents desire. Once leaders have identified their values, they have a greater sense of stability, confidence and peace. Without firm core beliefs, a leader is perceived as inconsistent and untrustworthy and unlikely to be willingly followed. Answering the internal question Who am I? is crucial for leaders

The Five Practices of Exemplary Leadership: How Ordinary People Make Extraordinary Things Happen

Our leadership framework has its origins in a research project we, the authors, began in 1983. We wanted to know what people did when they were at their personal best in leading others. We devised a Personal-Best Leadership Experience Survey consisting of 38-item open-ended questions. In our initial research, we collected and analysed more than 550 of these surveys, each requiring 1 to 2 hours to complete. We reviewed an additional 80 short-form versions of the questionnaire and conducted 42 in-depth interviews. A thematic analysis of the leadership cases revealed clusters of behaviors that we identified as the Five Practices of Exemplary Leadership®. Our research is ongoing, and to date we\u27ve examined more than 5,000 personal-best leadership case studies and over 2 million leadership assessments from around the world. In this entry, we describe the Five Practices, give a brief comment about each from one of the leaders in our studies, present evidence that supports the impact of the Five Practices on constituent engagement and organizational performance, and suggest further reading about our work and that of other scholars and practitioners

When are leaders at their best?

During the last 18 months, we have asked more than 300 managers and executives to describe one leadership experience in their careers when they though they had performed at their personal best; when everything seemed to come together an they did the very best they had ever done as a leader of a group of people

Boron-10 Lined Proportional Counter Wall Effects

The Department of Energy Office of Nuclear Safeguards (NA-241) is supporting the project 'Coincidence Counting With Boron-Based Alternative Neutron Detection Technology' at Pacific Northwest National Laboratory (PNNL) for development of an alternative neutron coincidence counter. The goal of this project is to design, build and demonstrate a boron-lined proportional tube based system in the configuration of a coincidence counter. This report provides information about how variations in proportional counter radius and gas pressure in a typical coincident counter design might affect the observed signal from boron-lined tubes. A discussion comparing tubes to parallel plate counters is also included

Burnout in therapy radiographers in the United Kingdom

The 2007 UK National Radiotherapy Advisory Group (NRAG) report indicated the number and type of staff available is one of the ‘rate limiting’ steps in improving productivity in radiotherapy departments. Retaining well trained, satisfied staff, is key to meeting the objectives of the report; burnout is an important factor linked to satisfaction and attrition. Results of a survey measuring burnout in a sample of Radiation Therapists (Therapy Radiographers) are presented and considered against norms for the health sector and burnout in therapists from Canada and the US

A Dictionary for Transparency

There are many terms that are used in association with the U.S. Defense Threat Reduction Agency (DTRA) Transparency Project associated with the Mayak Fissile Materials Storage Facility. This is a collection of proposed definitions of these terms