Leadership Requirements In The 21st Century Microform The Perceptions Of Canadian Private Sector Leaders

This is the first report to examine key leadership issues across OECD Member countries, including the strategies and practices governments are adopting, and the lessons from country experiences so far.

This accessible, highly interactive book presents a transformative approach to communication in leadership to meet workplace challenges at both local and global levels. Informed by neuroscience, psychology, as well as leadership science, it explains how integrating and properly balancing two key focal points of management—the tasks at hand and the concerns of others and self—can facilitate decision-making, partnering with diverse colleagues, and handling of crises and conflicts. Case examples, a self-test, friendly calls for reflection, and practical exercises provide readers with varied opportunities to assess, support, and evoke their readiness to apply these real-world concepts to their own style and preferences. Together, these chapters demonstrate the best outcomes of collaborative communication: greater effectiveness, deeper empathy with improved emotional fulfillment, and lasting positive change. Included in the coverage: · As a manager, can I be human? Using the two-agenda approach for more effective—and humane—management. · Being and becoming a person-centered leader and manager in a crisis environment. · Methods for transforming communication: dialogue. · Open Case: A new setting for problem-solving in teams. · Integrating the two agendas in agile management. · Tasks and people: what neuroscience reveals about managing both more effectively. · Transforming communication in multicultural contexts for better understanding across cultures. As a skill-building resource, Transforming Communication in Leadership and Teamwork offers particular value: · to diverse business professionals, including managers, leaders, and team members seeking to become more effective · business consultants and coaches working with people in executive positions and/or teams · leaders and members of multi-national teams · executives, decision makers and organizational developers · instructors and students of courses on effective communication, social and professional skills, human resources, communication and digital media, leadership, teamwork, and related subjects.

This is the Final Report of Canada's Truth and Reconciliation Commission and its six-year investigation of the residential school system for Aboriginal youth and the legacy of these schools. This report, the summary volume, includes the history of residential schools, the legacy of that school system, and the full text of the Commission's 94 recommendations for action to address that legacy. This report lays bare a part of Canada's history that until recently was little-known to most non-Aboriginal Canadians. The Commission discusses the logic of the colonization of Canada's territories, and why and how policy and practice developed to end the existence of distinct societies of Aboriginal peoples. Using brief excerpts from the powerful testimony heard from Survivors, this report documents the residential school system which forced children into institutions where they were forbidden to speak their language, required to discard their clothing in favour of institutional wear, given inadequate food, housed in inferior and fire-prone buildings, required to work when they should have been studying, and subjected to emotional, psychological and often physical abuse. In this setting, cruel punishments were all too common, as was sexual abuse. More than 30,000 Survivors have been compensated financially by the Government of Canada for their experiences in residential schools, but the legacy of this experience is ongoing today. This report explains the links to high rates of Aboriginal children being taken from their families, abuse of drugs and alcohol, and high rates of suicide. The report documents the drastic decline in the presence of Aboriginal languages, even as Survivors and others work to maintain their distinctive cultures, traditions, and governance. The report offers 94 calls to action on the part of governments, churches, public institutions and non-Aboriginal Canadians as a path to meaningful reconciliation of Canada today with Aboriginal citizens. Even though the historical experience of residential schools constituted an act of cultural genocide by Canadian government authorities, the United Nation's declaration of the rights of aboriginal peoples and the specific recommendations of the Commission offer a path to move from apology for these events to true reconciliation that can be embraced by all Canadians.

"At the very time the need for effective leadership is reaching critical proportions, Michael Fullan's Leading in a Culture of Change provides powerful insights for moving forward. We look forward to sharing it with our grantees." --Tom Vander Ark, executive director, Education, Bill and Melinda Gates Foundation "Fullan articulates clearly the core values and practices of leadership required at all levels of the organization. Using specific examples, he convinces us that the key change principles are equally critical for leadership in business and education organizations." --John Evans, chairman, Torstar Corporation "In Leading in a Culture of Change, Michael Fullan deftly combines his expertise in school reform with the latest insights in organizational change and leadership. The result is a compelling and insightful exposition on how leaders in any setting can bring about lasting, positive, systemic change in their organizations." --John Alexander, president, Center for Creative Leadership "Michael Fullan's work is remarkable. He masterfully captures how leaders can significantly improve their learning and performance, even in the uncontrollable, chaotic circumstances in which they practice. A tour de force." --Anthony Alvarado, chancellor of instruction, San Diego City Schools "Too often schools and businesses are seen as separate and foreign places. Michael Fullan blends the best of knowledge from each into an exemplary template for improving leadership in both." --Terrence E. Deal, coauthor of Leading with Soul Business, nonprofit, and public sector leaders are facing new and daunting challenges--rapid-paced developments in technology, sudden shifts in the marketplace, and crisis and contention in the public arena. If they are to survive in this chaotic environment, leaders must develop the skills they need to lead effectively no matter how fast the world around them is changing. Leading in a Culture of Change offers new and seasoned leaders' insights into the dynamics of change and presents a unique and imaginative approach for navigating the intricacies of the change process. Michael Fullan--an internationally acclaimed expert in organizational change--shows how leaders in all types of organizations can accomplish their goals and become exceptional leaders. He draws on the most current ideas and theories on the topic of effective leadership, incorporates case examples of large scale transformation, and reveals a remarkable convergence of powerful themes or, as he calls them, the five core competencies. By integrating the five core competencies--attending to a broader moral purpose, keeping on top of the change process, cultivating relationships, sharing knowledge, and setting a vision and context for creating coherence in organizations--leaders will be empowered to deal with complex change. They will be transformed into exceptional leaders who consistently mobilize their compatriots to do important and difficult work under conditions of constant change.

Local Agenda 21 Planning Guide: An introduction to sustainable development planning