Gayle C. Avery

TL;DR: This article reviewed the published literature and identified these gaps, highlighting implications for future research into the leadership-performance relationship, highlighting the implications of future research on the relationship between leadership and organizational performance.

TL;DR: In this paper, the authors present an alternative leadership model to the prevailing shareholder-first approach that research, management experts and practice indicate can lead to higher performance and resilience of a firm, based on published literature, empirical research, and observations conducted in firms worldwide.

TL;DR: Understanding LEADERSHIP The Leadership Scene Leadership Paradigms Characteristics of Leadership ParadIGms Micro-level Leadership Theories Emotion in Leadership Macro-Level Leadership Integrating theories and paradigms Part Two: CASES BMW Sheer Driving Pleasure W L Gore & Associates Natural Leadership Novartis People Chemistry Royal Australian Navy Commanding New Leadership SAP Leader of the Internet Pack Bonduelle Leadership, French Style Ekato R[um]hr - und Mischtechnik GmbH Mixing People and Innovation Schering-Plough Mentoring Presidents

TL;DR: This article examined the graphical model of experiential learning and proposed guidelines for recasting the model with a view to overcoming these weaknesses, guiding future research and theory development, and starting to integrate the disparate field of experience learning.

TL;DR: In this article, the authors identify characteristics of visions that are associated with desirable performance outcomes, including conciseness, clarity, abstractness, stability, future orientation, challenge and desirability or ability to inspire.