By Ian Shaw, Arthur Cotterell, Roger Lowe
Because the call for for comparative stories of management rises, managers and running shoes are having a look more durable than ever for brand new stories to which trainees won't carry preconceived suggestion. This special booklet offers simply that. notwithstanding the contexts have replaced, the exam of old occasions from a company viewpoint offers a wealth of important insights on how the method of management works. From China’s first emperor Liu Bang on imaginative and prescient and Pericles on integrity to Alexander the good on conversation and Ramesses II on braveness, Leadership classes from the traditional World combines heritage with enterprise to teach that the common innovations utilized by nice leaders of the prior are nonetheless appropriate this present day.
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Additional resources for Leadership: Lessons from the Ancient World
Sample text
Kouzes and Barry Z. Posner put it in The Leadership Challenge, If work comes to be seen solely as a source of money and never as a source of fulfilment, organisations will totally ignore other human needs at work – needs involving such intangibles as learning, self-worth, pride, competence, and serving others. More recent research has only tended to highlight the significance of the different needs and aspirations of individuals as well as the importance of the organisational context in creating a motivational climate.
In 1460 BC, therefore, Thutmose was not prepared to ignore the news of a large Canaanite army gathered at Megiddo, a fortified city occupying a commanding position midway between the Mediterranean and the Jordan valley. An Egyptian army of 20,000 men marched quickly to Gaza in nine days. From this forward base Thutmose pushed on to Aruna, a town on the southern slope of the Carmel mountain range. Megiddo was situated on its northern slopes, and could be approached by three routes: however, a direct, narrow pass, modern Wadi Ara, attracted the pharaoh’s attention in spite of grave warnings from his senior officers.
Such structures tend to enshrine stable sets of performance standards and create rigid expectations of what is and is not possible or acceptable in terms of working practices. As Wuling found in ancient China, an overdependence on what was deemed to be the established and appropriate military tactics, not to say equipment, hugely disadvantaged his armies when confronted with a rival force who had developed a radically different method of warfare. ’ This question can lead to predictable answers concerned with, for example, the 36 / LEADERSHIP LESSONS better design of pay and reward schemes on the basis that pay, status and fringe benefits all contribute to increasing the motivation of the workforce.