Karin Wittenborg's Reflecting on leadership PDF

By Karin Wittenborg

ISBN-10: 1932326065

ISBN-13: 9781932326062

Rocking the boat /, Whose imaginative and prescient? Whose values? On best details providers in an period of chronic switch /, Scattered leaves: reflections on management /; Karin Wittenborg --, Chris Ferguson --, Michael A. Keller

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Rocking the boat /, Whose imaginative and prescient? Whose values? On major info prone in an period of chronic switch /, Scattered leaves: reflections on management /; Karin Wittenborg --, Chris Ferguson --, Michael A. Keller

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It is equally important that the university librarian review and lead others to review errors in hiring and promotion. Over time, a couple of fundamental truths emerge. First, no one is perfect. Second, in an organization that values mentoring and collegiality, most colleagues are sufficiently forgiving of mistakes that the web of relationships necessary to provide services in large and 47 MICHAEL A. KELLER complex research libraries is rarely torn. It is failure that burns, despite the lessons each failure teaches.

Because presidents Gerhard Casper and John Hennessy, along with provosts Condoleezza 49 MICHAEL A. KELLER Rice and John Etchemendy, have expected and valued innovation in Stanford’s libraries, devising and investing in a number of risky propositions has been relatively easy. stanford. stanford. html) • Institute for 21st-Century Librarianship (http://institute21. edu) • Academic Technology Specialists Program (http://acomp. edu/atsp/) • CourseWork, a course-management system Major acquisitions involving risk included the Allen Ginsberg Archive, the William Saroyan Archive, the Samson/Copenhagen Judaica Collection, the Gustave Gimon Collection on French Political Economy, the R.

It is certain only that the values are changing and that demand is increasing for leaders who can clarify them for institutions, organizations, and even themselves. If the workplace is demanding less command and control and more inspired organizational change, if leadership now requires more personal affect than direct control, if organizational effectiveness increasingly requires movement from low-trust/high-control to high-trust/low-control models, then transparent, values-based, egoless leadership is becoming all the more important.

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Reflecting on leadership by Karin Wittenborg


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