標(biāo)題: Titlebook: Becoming a Leader in Product Development; An Evidence-Based Gu Ebenezer C. Ikonne Book 2021 Ebenezer C. Ikonne 2021 leadership.servant lead [打印本頁(yè)] 作者: 傷害 時(shí)間: 2025-3-21 18:58
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書目名稱Becoming a Leader in Product Development讀者反饋學(xué)科排名
作者: aerial 時(shí)間: 2025-3-21 21:07
Johnnie and LOLA: The TUM BipedsSome individuals go as far as to suggest that software is eating the world. Software continues to play an increasingly vital role in business success in almost every sector imaginable. Many product and service companies rely on software solutions as part of their business strategy. Many businesses h作者: 運(yùn)氣 時(shí)間: 2025-3-22 00:48 作者: Exaggerate 時(shí)間: 2025-3-22 05:47
History of HUBO, Korean Humanoid Robot,was meeting with team members to learn more about them and the organization. I asked them to share what they thought about the software development organization—its strengths and weaknesses. Unfortunately, all I heard were complaints. This was not the first (and I doubt it will be the last) time in 作者: 藕床生厭倦 時(shí)間: 2025-3-22 11:12
Living reference work 20200th editionpens in your firm—including how you develop products. Effective leaders provide their teams with the support needed to achieve organizational goals. An Agile principle is to “Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job d作者: grotto 時(shí)間: 2025-3-22 14:20
Living reference work 20200th edition leadership limitations. I shared that servant leaders attend to others’ needs by practicing various behaviors using a combination of ten characteristics unique to servant leaders. As Bruce Winston and Dail Fields observed, servant leadership requires having the desire to serve others. And yet, it i作者: 柏樹(shù) 時(shí)間: 2025-3-22 18:30 作者: Foreknowledge 時(shí)間: 2025-3-22 21:16
Historical Perspective and Scope,s everywhere tried to control the spread of the disease. While the COVID-19 pandemic is not the first pandemic the world has faced, it had been over 100 years since society had faced a health challenge of such global proportions. The pandemic presented an adaptive challenge because the problems and 作者: 埋葬 時(shí)間: 2025-3-23 02:56 作者: Infuriate 時(shí)間: 2025-3-23 09:18 作者: 引起 時(shí)間: 2025-3-23 10:52
,Johnnie and Lola – the TUM bipeds,anding and facilitating leadership in the workplace. My goal has not been to tell you everything one could know about leadership because we continue to learn more about the leadership phenomenon. Instead, I am optimistic you have expanded your leadership philosophy with the essential leadership conc作者: 老人病學(xué) 時(shí)間: 2025-3-23 15:39 作者: aphasia 時(shí)間: 2025-3-23 18:15 作者: 征兵 時(shí)間: 2025-3-24 00:58 作者: 兩棲動(dòng)物 時(shí)間: 2025-3-24 06:14 作者: nutrition 時(shí)間: 2025-3-24 09:37
The Agile Game, that scanned the receipts and used algorithms to identify missed rebates. Suddenly, a process that took weeks now took minutes. Walk into a restaurant, bank, or school, and you will observe software playing an integral part in how employees do their jobs. Everywhere we look, software is part (or ev作者: Intuitive 時(shí)間: 2025-3-24 13:12 作者: 鄙視 時(shí)間: 2025-3-24 18:25
Adaptive Leadership in Practice, or discouraged these practices. Thus, containment was out of the hands of leaders. Getting the pandemic under control required more than the experts’ exercise of authority. Adaptation would require that individuals, organizations, and even governments change their attitudes, norms, and behaviors.作者: 帶來(lái) 時(shí)間: 2025-3-24 21:22
Follow Well, Lead Well,inions on how we could improve as a business, I found (most of the time) respectful and non-disruptive ways to share my opinions. Finally, many people in the firm looked up to me. And yet, despite my stellar reputation and work history, I now found myself on the proverbial chopping block. What had g作者: BATE 時(shí)間: 2025-3-25 02:18 作者: FER 時(shí)間: 2025-3-25 03:54 作者: 負(fù)擔(dān) 時(shí)間: 2025-3-25 11:16
Johnnie and LOLA: The TUM Bipeds that scanned the receipts and used algorithms to identify missed rebates. Suddenly, a process that took weeks now took minutes. Walk into a restaurant, bank, or school, and you will observe software playing an integral part in how employees do their jobs. Everywhere we look, software is part (or ev作者: 名義上 時(shí)間: 2025-3-25 12:12
History of HUBO, Korean Humanoid Robot,ded to the rise of e-commerce by creating an online presence as buyer preferences shifted from physically visiting a store to buy goods to sitting at the computer and ordering new merchandise. Lastly, businesses often need to reinvent themselves and develop new business strategies that require adopt作者: vitrectomy 時(shí)間: 2025-3-25 18:12
Historical Perspective and Scope, or discouraged these practices. Thus, containment was out of the hands of leaders. Getting the pandemic under control required more than the experts’ exercise of authority. Adaptation would require that individuals, organizations, and even governments change their attitudes, norms, and behaviors.作者: PHONE 時(shí)間: 2025-3-25 22:01 作者: Liability 時(shí)間: 2025-3-26 00:37 作者: Indigence 時(shí)間: 2025-3-26 06:30
Why Assigned Leaders,on. Never. But here I was in this strange position where everyone on my team was unhappy that I was the leader. They wanted me out of the role. The truth was that I did not understand how to lead effectively and ethically. Fortunately, I had a manager who was a seasoned leader, and that first feedback session set me on a different leadership path.作者: 青少年 時(shí)間: 2025-3-26 10:34 作者: 中世紀(jì) 時(shí)間: 2025-3-26 15:58 作者: Dri727 時(shí)間: 2025-3-26 20:26 作者: MANIA 時(shí)間: 2025-3-27 00:36 作者: Subdue 時(shí)間: 2025-3-27 01:57 作者: triptans 時(shí)間: 2025-3-27 05:56 作者: 翅膀拍動(dòng) 時(shí)間: 2025-3-27 12:22 作者: 情節(jié)劇 時(shí)間: 2025-3-27 16:06 作者: Adj異類的 時(shí)間: 2025-3-27 21:46 作者: PALSY 時(shí)間: 2025-3-27 23:20
History of HUBO, Korean Humanoid Robot,ganization—its strengths and weaknesses. Unfortunately, all I heard were complaints. This was not the first (and I doubt it will be the last) time in my career that people would complain about the culture of their team, department, or even company.作者: CRP743 時(shí)間: 2025-3-28 05:25
Living reference work 20200th editionics unique to servant leaders. As Bruce Winston and Dail Fields observed, servant leadership requires having the desire to serve others. And yet, it is not enough to know what constitutes servant leadership—you also need to practice it. Thus, you need to go from head knowledge to hands-on application.作者: glamor 時(shí)間: 2025-3-28 06:42 作者: 注入 時(shí)間: 2025-3-28 13:15
Organizational Culture: Friend or Foe?,ganization—its strengths and weaknesses. Unfortunately, all I heard were complaints. This was not the first (and I doubt it will be the last) time in my career that people would complain about the culture of their team, department, or even company.作者: 慌張 時(shí)間: 2025-3-28 16:17
Leading Through Service in Practice,ics unique to servant leaders. As Bruce Winston and Dail Fields observed, servant leadership requires having the desire to serve others. And yet, it is not enough to know what constitutes servant leadership—you also need to practice it. Thus, you need to go from head knowledge to hands-on application.作者: Painstaking 時(shí)間: 2025-3-28 19:12
Why Assigned Leaders,errible job leading my engineering team? What did he mean by this? I mean, I had been a stellar software engineer before being promoted into a managerial leadership position. Everyone had appreciated my work in my previous role and would ask for my help whenever they had problems. I had been the res作者: 軟弱 時(shí)間: 2025-3-29 00:25
The Agile Game,Some individuals go as far as to suggest that software is eating the world. Software continues to play an increasingly vital role in business success in almost every sector imaginable. Many product and service companies rely on software solutions as part of their business strategy. Many businesses h作者: Debate 時(shí)間: 2025-3-29 03:03
Making Sense of Cultural Plurality,tures. I made this mistake in the early 2000s while establishing a software development team in Bangalore, India. I assumed that my leadership approach—developed in the United States—was appropriate for my new teams. Unfortunately, I did not appreciate the cultural differences between the two countr作者: CODA 時(shí)間: 2025-3-29 10:31
Organizational Culture: Friend or Foe?,was meeting with team members to learn more about them and the organization. I asked them to share what they thought about the software development organization—its strengths and weaknesses. Unfortunately, all I heard were complaints. This was not the first (and I doubt it will be the last) time in 作者: frivolous 時(shí)間: 2025-3-29 12:16
Leading with a Heart of Service,pens in your firm—including how you develop products. Effective leaders provide their teams with the support needed to achieve organizational goals. An Agile principle is to “Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job d作者: 杠桿支點(diǎn) 時(shí)間: 2025-3-29 16:29
Leading Through Service in Practice, leadership limitations. I shared that servant leaders attend to others’ needs by practicing various behaviors using a combination of ten characteristics unique to servant leaders. As Bruce Winston and Dail Fields observed, servant leadership requires having the desire to serve others. And yet, it i作者: 抗生素 時(shí)間: 2025-3-29 20:24
Leading Through Change,hip context for many (if not most) leaders often?includes a healthy amount of change. Leaders need to understand their leadership system context so that they lead appropriately. The product development context experiences constant change in at least three ways. First, product development organizatio作者: 恫嚇 時(shí)間: 2025-3-30 03:22
Adaptive Leadership in Practice,s everywhere tried to control the spread of the disease. While the COVID-19 pandemic is not the first pandemic the world has faced, it had been over 100 years since society had faced a health challenge of such global proportions. The pandemic presented an adaptive challenge because the problems and 作者: 佛刊 時(shí)間: 2025-3-30 07:52
Follow Well, Lead Well,this executive would recognize my excellent work and tell me how well I was doing. But I could not have been more wrong. The executive let me know that my newly appointed leader, Chidibere, found it challenging to work with me. Chidiebere complained that I responded with much hesitation and reluctan作者: 移植 時(shí)間: 2025-3-30 10:44 作者: mutineer 時(shí)間: 2025-3-30 13:28
