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Showing 1 to 15 of 24 results Save | Export
Mehta, Samir; Downs, Holly – Center for Creative Leadership, 2016
Technology has revolutionized corporate learning and leadership development. The number of organizations that use learning management systems is higher than ever before, and thanks to massive open online courses (MOOCs), small private online courses (SPOCS), microlearning, nanolearning, and other new media learning platforms, digital learning and…
Descriptors: Educational Technology, Technology Uses in Education, Large Group Instruction, Online Courses
Riddle, Douglas – Center for Creative Leadership, 2016
Many leaders recognize that coaching is more than a collection of effective techniques. This recognition has led them to strive for a corporate culture that reflects a coaching mindset and the kind of relationships that coachees find liberating. As many more leaders have experienced the benefits of coaching (by professional coaches or mentors) the…
Descriptors: Coaching (Performance), Organizational Culture, Administration, Mentors
Reinhold, Diane; Patterson, Tracy; Hegel, Peter – Center for Creative Leadership, 2015
In this white paper, Diane Reinhold, Tracy Patterson, and Peter Hegel assert that there is no magic bullet to ensure people apply what they learn. There are, however, steps that can be taken to create leadership programs, experiences, and supports that improve the likelihood that lessons will be learned and applied. Over time, new skills,…
Descriptors: Best Practices, Leadership Training, Learning Processes, Reinforcement
Van Velsor, Ellen; Wright, Joel – Center for Creative Leadership (NJ1), 2012
For a long time, leaders have asked the question, where will the next generation of leaders come from? And for a long time the same formula has been applied: Identify those high potentials in high school, college or in the workforce and provide that select group leadership development opportunities. One focus of the Leadership Beyond Boundaries…
Descriptors: Leadership, Sustainability, Futures (of Society), Talent Identification
Lamoureux, Kim; Campbell, Michael; Smith, Roland – Center for Creative Leadership (NJ1), 2009
Most companies have an opportunity to improve their succession management programs. The number one challenge for succession management (as identified by both HR leaders and executives) is developing a succession planning strategy. This comprehensive industry study sets out to determine how succession management (when done well) helps improve…
Descriptors: Management Development, Best Practices, Administrative Change, Organizational Change
Criswell, Corey; Campbell, David – Center for Creative Leadership (NJ3), 2008
Your image can be either an asset or a liability for you as a leader. Image building is neither superficial nor unimportant. It's not about creating a false image, but recognizing genuine aspects of yourself that should be coming across to other people--but aren't. Crafting your image requires you to gain a clear picture of the image people are…
Descriptors: Leadership, Reputation, Public Opinion
Bal, Vidula; Campbell, Michael; McDowell-Larsen, Sharon – Center for Creative Leadership (NJ3), 2008
Everyone experiences stress, and leaders face the additional stress brought about by the unique demands of leadership: having to make decisions with limited information, to manage conflict, to do more with less ...and faster! The consequences of stress can include health problems and deteriorating relationships. Knowing what signs of stress to…
Descriptors: Coping, Leadership Responsibility, Stress Variables, Stress Management
Lindoerfer, Dennis – Center for Creative Leadership (NJ3), 2008
Have you ever wondered how to deal with a sensitive issue within your team? For example, how do you raise the issue that the women rarely get listened to? How do you bring up your observation that the team members from Marketing always dominate the meetings? This guidebook focuses on ways to determine whether to raise such an issue in a team…
Descriptors: Intervention, Teamwork, Consciousness Raising, Leadership Responsibility
Scharlatt, Harold – Center for Creative Leadership (NJ3), 2008
If you've got an idea you want to sell, you need to do two things: scan your environment and use effective tactics. This guidebook explains how to scan your environment and provides a collection of tactics you can use to sell your idea. Using this systematic approach will make you more likely to accomplish your objective--solving a problem or…
Descriptors: Persuasive Discourse, Salesmanship, Communication Strategies
Deal, Jennifer J. – Center for Creative Leadership (NJ3), 2007
How different are the generations, really? Everybody knows that the "generation gap" between younger and older people causes stress and frustration at work. Are the differences people complain about just a big misunderstanding, or are they real? And most important, how can one use similarities and differences among the generations to be more…
Descriptors: Age Differences, Leadership, Employment, Employee Attitudes
Cartwright, Talula – Center for Creative Leadership (NJ3), 2007
Successful leaders get results. To get results, you need to set priorities. This book can help you do a better job of setting priorities, recognizing the personal values that motivate your decision making, the probable trade-offs and consequences of your decisions, and the importance of aligning your priorities with your organization's…
Descriptors: Organizational Objectives, Needs Assessment, Textbook Content, Organizational Development
Hannum, Kelly M., Ed.; Martineau, Jennifer W., Ed.; Reinelt, Claire, Ed. – Center for Creative Leadership (NJ3), 2007
With the increase in the number of organizational leadership development programs, there is a pressing need for evaluation to answer important questions, improve practice, and inform decisions. The Handbook is a comprehensive resource filled with examples, tools, and the most innovative models and approaches designed to evaluate leadership…
Descriptors: Program Effectiveness, Systems Approach, Social Change, Youth Leaders
Cartwright, Talula; Baldwin, David – Center for Creative Leadership (NJ3), 2006
One part of a leader's job is to create commitment to their organization's vision. In order to do this, the leader must communicate the vision effectively. This guidebook suggests many ways to communicate a vision. It also discusses how to deal with a resistant audience and what to do in the event that one as a leader finds themselves resistant.…
Descriptors: Institutional Mission, Resistance to Change, Leadership Responsibility, Organizational Communication
Ernst, Chris; Martin, Andre – Center for Creative Leadership (NJ3), 2006
When people work together over time, certain key events stand out as having the potential to teach lasting lessons for the future. Leaders can use the Critical Reflections process to help their groups learn these lessons, whether the key event was a great success or a wretched failure. The goal is to affect future outcomes in similar situations:…
Descriptors: Group Dynamics, Group Experience, Success, Failure
Hughes, Richard L.; Beatty, Katherine Colarelli – Center for Creative Leadership (NJ3), 2005
Based on CCL's (Center for Creative Leadership) successful Developing the Strategic Leader program, this book outlines the framework of strategic leadership and contains practical suggestions on how to develop the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient. The authors also…
Descriptors: Leadership, Problem Solving, Decision Making Skills, Organizational Effectiveness
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