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Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
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Nonis-Hudson-Hunt (p. 95-106)


Global Leadership

Author(s): Tony Carter

Citation: Tony Carter, (2013) "Global Leadership," Journal of Management Policy and Practice, Vol. 14, Iss. 1, pp. 69 - 74

Article Type: Research paper

Publisher: North American Business Press


Of all the things managers do to develop employees, many people believe the most important one is
Leadership. Leadership is defined as using skills, experience and direction to help someone improve their
performance. Leadership consists primarily of giving people feedback to reinforce what they do well
while suggesting ways and means to improve. It implies that everybody can improve and hopefully
everybody wants to get better at what they do. Findings suggest: 1) Need-driven motivation professes that
people will not engage in certain behavior or performance until certain needs have been met; 2) Rewarddriven
motivation deals with identifying a particular reward structure (usually monetary) and building it
into some desired action; 3) Expectancy theory operates on the principle that provides a reward for
engaging in a particular behavior or performance.