4 edition of Leadership selection in the major multilaterals found in the catalog.
Published
2001
by Institute for International Economics in Washington, DC
.
Written in
Edition Notes
Includes bibliographical references (p. 119-121) and index.
| Statement | Miles Kahler. |
| Classifications | |
|---|---|
| LC Classifications | HG3881.5.I58 K34 2001 |
| The Physical Object | |
| Pagination | xii, 132 p. ; |
| Number of Pages | 132 |
| ID Numbers | |
| Open Library | OL18352929M |
| ISBN 10 | 0881323357 |
| LC Control Number | 2001039472 |
Collaborative leadership: leadership of a collaborative effort. This definition refers to taking a leadership role in a coalition, organization, or other enterprise where everyone is on an equal footing and working together to solve a problem, create something new, or run an organization or initiative. The leader is not in control of the group. PEARSONEDUCATIONLIMITED HeadOffice: EdinburghGate HarlowCMJE Tel:+44(0) Fax:+44(0) LondonOffice: LongAcre LondonWC2E9AN Tel:+44(0)
Leaders should be aware that the power of groups can have a dark side. Although cohesion is a positive outcome to be sought and supported, the strong desire for affiliation also can place undue pressure on group members who already are in the throes of a major . This multilateral development system has grown to play a major role in in global development. In [1], 41 percent of the Official Development Assistance (ODA) given by the OECD’s Development Assistance Committee (DAC), the forum of many of the world’s largest donors of aid, went through multilateral channels.
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Leadership selection in the major global economic organizations produced unprecedented levels of public conflict during the s. The convention that awards the IMF managing directorship to a European and the World Bank presidency to an American sparked conflict between the United States and Europe as well as growing discontent on the part of Japan and the developing by: Leadership selection in the major global economic organizations produced unprecedented levels of public conflict during the s.
The convention that awards the IMF managing directorship to Leadership selection in the major multilaterals book European and the World Bank presidency to an American sparked conflict between the United States and Europe as well as growing discontent on the part of Japan and the developing countries.
Book Description Leadership selection in the major global economic organizations produced unprecedented levels of public conflict during the s.
The convention that awards the IMF managing directorship to a European and the World Bank presidency to an American sparked conflict between the United States and Europe as well as growing discontent on the part of Japan and the developing. Despite the title, this book is actually concentrated almost exclusively on the problems of leadership selection in the IMF, the World Bank, and the WTO, that is, the major economic multilaterals.
Nevertheless, Kahler is surely right to emphasise their intrinsic importance and to argue that reforms in these international organizations would have implications for the others.
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Leadership Selection in the Major Multilaterals by Miles Kahler Institute of International Economics, Washington, DC,pp. - Volume 2 Issue 1 - DAVID HENDERSON Skip to main content Accessibility helpAuthor: David Henderson.
Leadership selection in the major global economic organizations produced unprecedented levels of public conflict during the s. The convention that awards the IMF managing directorship to a European and the World Bank presidency to an American sparked conflict between the United States and Europe as well as growing discontent on the part of Japan and the developing : Miles Kahler.
Leadership Selection in the Major Multilaterals by Miles Kahler Institute of International Economics, Washington, DC,: DAVID HENDERSON.
18 LEADERSHIP SELECTION IN THE MAJOR MULTILATERALS. reflect the objective of effective leadership in the pursuit of organiza- tional goals set by the membership. Member governments also have ex- pressed support for a process that is transparent, timely, and does not transmit conflict to.
Leadership Selection and Development Consideration was given to the potential use of three instruments to determine a leadership quotient. The quality of an adult’s daily working life.
The leadership role in an organization is assumed when an individual or group of individuals has a clear vision of what needs to be accomplished and is able to get the members of the organization to strive willingly for common goals.
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Like many of the other approaches to understanding leadership, the theory is closely connected to relationship-oriented behaviors (Notrhouse, ). The team leadership model suggests that the leader’s role is to determine when, and how, to intervene in the team’s dynamics to improve team effectiveness.
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