Summarize the information regarding the leadership level below. Be sure to make a comparison between these levels that contains the following objectives

· Time horizon or time frame in which the leader must plan and achieve results;

· Priorities that require the attention of the leader;

· Types of relationships the leader needs to cultivate and manage;

· Essential tasks or responsibilities;

· Leadership and management skills and practices that support good leader performance.

Contens:

The personal dimension. It is likely that the founder or leader for a long time is so strongly attached to the organization that it is almost possible for him to separate from it, since his or her core is totally fused with the core of the organization. If there are no strong and credible executives in the second or third year, the staff or key actors may not know what the original leader was about to retire, as they doubt that anyone else is there. ready to assume that position. When a new

leader arises and entually, he will need the blessing of the salient leader

and furthermore, he must be this as a competent professional on his own merit, as he traces an organizational course that could be quite different.

The cultural dimension. The new leader must understand the culture of the organization as well as the broader cultural environment in which it operates

the organization and must be in a position to act as a bridge between the two. For example, when the organizational culture is energy and business and the organization needs to negotiate its affairs with the slower government bureaucracies, the organization You must find a leader who demonstrates that you understand these contrasting needs. This dimension is easier to understand for an internal candidate than for an outsider. The new leader must soak up the culture deeply before trying to change it, especially if he or she is following in the footsteps of a popular and highly respected leader.

The organizational dimension. As the main governing mechanism of many organizations, boards of directors play a crucial role — as policy makers, advocates, advocates, advocates, and Resource mo l zers. To stay on track during a leadership transition, an organization must have a board of directors that works with staff and the main executive officer. to find the best possible substitute. Board members can also support a culture of leadership development by putting the issue on the agenda, even when a transition is not planned. immediate
 
 
 

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CHAPTER 4 How to climb the leadership ladder 119 leadership transition at all levels, managers will emerge who lead with better levels of proficiency at each transition - thus filling the channel with several strong candidates for the highest office. This channel of Leadership serves the entire organization and reduces the need to draw on sources external teams to find a suitable replacement for the CEO. In the absence of a leadership channel adequately filled a reality the transition of leadership to the highest level in many organizations can turn into a traumatic experience, especially if the leader who is out is the founder. The elements of property, an emotional attachment deep end to the organization, and the fusion of the identity of the founder with the organization tend to complicate the job of finding a successor, which you will have the impossible task of achieving achievements in a new way and at the same time preserve some ancient customs. In the public sector, Considerations of a political nature create an equally difficult situation. For additional resources on how to manage and lead transitions from the leadership at the highest level, please refer to "How to plan the succession of the Leadership "and" How to Avoid Common Mistakes When Recruiting New Leaders "in the tools in the manual. CHAPTER 4 How to climb the leadership ladder 119 leadership transition at all levels, managers will emerge who lead with better levels of proficiency at each transition - thus filling the channel with several strong candidates for the highest office. This channel of Leadership serves the entire organization and reduces the need to draw on sources external teams to find a suitable replacement for the CEO. In the absence of a leadership channel adequately filled a reality the transition of leadership to the highest level in many organizations can turn into a traumatic experience, especially if the leader who is out is the founder. The elements of property, an emotional attachment deep end to the organization, and the fusion of the identity of the founder with the organization tend to complicate the job of finding a successor, which you will have the impossible task of achieving achievements in a new way and at the same time preserve some ancient customs. In the public sector, Considerations of a political nature create an equally difficult situation. For additional resources on how to manage and lead transitions from the leadership at the highest level, please refer to "How to plan the succession of the Leadership "and" How to Avoid Common Mistakes When Recruiting New Leaders "in the tools in the manual.

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