Leadership Activities

Bennis, whose conclusions on the attitudes of a leader are reported in Box 3.1, belongs to the school that sees a distinction between the roles of managers and leaders. As can be seen from his depiction of the distinction, presented in Box 3.2, virtually all of the leadership activities he lists could be covered in the course of managing a project. 

Review what leading you do already. Would it now be appropriate for you to extend your leadership activities ... 

Ethical leadership proceeds from the leader s commitment to doing the right thing. It asks each person, when confronted with safety-relevant situations such as those just mentioned, to inquire of himself or herself What kind of person am I Do I want to be the sort of person who does the right thing in this situation What must I do to be fully responsible for my behavior Moreover, ethical leadership actively supports the dialogue necessary to resolve difficult ethical issues appropriately. Dialogue doesn t mean discussion and debate. It means the sort of collective revelation and suspension of bias described by physicist David Bohm ... 

The simplest way to measure the effectiveness of leadership involves evaluating the size of the following that the leader can muster. To measure leadership more specifically, one may assess the extent of influence on the followers, that may involve testing the results of leadership activities against the goal, vision, or objective. 

These timeframes are guesstimates at this point, and are subject to change. Similarly, at each stage of the process there will be a number of activities that may affect overall scheduling. On completion of this process, we are confident that Company X will be well on its way toward achieving its goal of industry leadership in process safety management. 

In the world today there is there is a clear trend in almost every market sector for companies and organizations to focus their activities on enhancing core-competencies and build national or global market brands to advance their respective market leadership positions. As a result, many noncore activities are often subcontracted to a service company rather than being undertaken by the organization s own employees. 

Procedural rales and the gnarantee of transparency require institutional platforms. Such platforms can be provided by the state (REACH system or internet consultation) or, for example, can be supplied product-related by the commercial actors in the various supply chains. For tlie market as a whole, this raises the question as to who assumes the active leadership role within the supply chain. 

This book is one of many SETAC publications that offer timely, innovative, and critically-reviewed perspectives on current topics relating to broad environmental toxicology and chemistry issues. SETAC assumes an active leadership in the development of educational programs and publishes the peer-reviewed, international journals Environmental Toxicology and Chemistry and Integrated Environmental Assessment and Management. For more information, contact the SETAC Office nearest you or visit www.setac.org. 

Extracurricular Activities/Other Experience. If you have other experience you want to highlight you were treasurer of a club, a member of student government, or held a leadership or other position of responsibility in an association— you can list it here. As with your work experience, you should list your position or title, the name of the organization, and your dates of involvement. Under each entry, summarize your responsibilities in the position. You can list the experience in reverse chronological order as you do in the Work Experience section. Or, you can list it in order of importance or relevance to the position for which you are applying. 

Leading is a concept that is hedged about with a considerable amount of mystique. Leadership qualities are often thought of as something you either have or do not have. There have been attempts to look at leadership in other ways, for example as a function of the task or situation, but these approaches can still leave managers bemused as to whether they have what it takes to lead in their particular circumstances. The purpose of this chapter is to show how leading can be a feasible activity for any manager. 

The chapter then takes a look at so-called charismatic leadership to see how this too can be translated into everyday activities that a manager can do. The skills of intrapreneuring are also reviewed to show how managers can best go about pursuing their initiatives in an organizational context. 

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