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Coaching Cybersecurity Project Managers and Cybersecurity Engineers
Abstract
This inquiry emphasizes executive coaching as an indispensable leadership development tool in cybersecurity project management, encompassing cyber engineering and offensive operations. Effective cybersecurity project management is crucial in today's digital landscape, characterized by ever-evolving cyber threats and vulnerabilities. It extends beyond administrative tasks, serving as the linchpin for resource allocation, risk mitigation, and aligning security measures with organizational objectives. With the evolving cyber threat landscape, cybersecurity project management leaders require technical expertise, effective leadership skills, and a commitment to continuous professional development. This chapter underscores the pivotal role of executive coaching in developing leaders capable of navigating the cybersecurity landscape effectively and ensuring the resilience of critical organizational assets against sophisticated cyber threats.
... Moreover, safety management theory emphasizes the critical role of ongoing safety training for workers, equipping them with the knowledge and skills necessary to recognize hazards and respond effectively in emergencies (Echavaria, & Espiritu, 2024). Strong safety leadership, as advocated by Reason, is also paramount, with project managers and supervisors setting clear safety objectives, providing resources for safety initiatives, and serving as role models for safe behaviours (Aridi et al., 2024;Bathan, 2023). By integrating safety management theory into daily operations, construction projects can create safer work environments, ultimately reducing the incidence of fatalities and ensuring the wellbeing of all workers involved. ...
This paper aims to evaluate the current safety practices and their impact on the reduction of accidents and fatalities in construction sites in North-West Nigeria tertiary institutions. To achieve this aim, the study, through a survey design, draws a sample of forty-two respondents comprising a chief builder, director of works, physical planners and project supervisors using a convenience sampling technique. To obtain pertinent data, a 5-point Likert scale questionnaire was administered to participants and the collected data were analyzed using the relative importance index using the Statistical Package for Social Science (SPSS) version 17. However, findings from the analysis show that; the adoption of comprehensive and sustainable safety practices at construction sites significantly mitigates risks, safeguards the well-being of their workers, enhances project efficiency, and bolsters their overall reputation. Hence, there is a need for continuous improvement in safety standards, emphasizing proactive measures such as robust safety training and strict adherence to safety protocols. More so, integrating safety considerations into all phases of project management emerges as crucial for achieving sustainable safety outcomes.
... Policy frameworks within HR departments serve as the foundation for cybersecurity governance, outlining procedures for data protection, incident response, and crisis management. Effective policies not only mitigate risks but also ensure regulatory compliance and bolster organizational reputation [2], [3]. ...
Cybersecurity awareness in human resources (HR) is increasingly pivotal amid rising digital threats. This study bridges theoretical insights with practical application to enhance organizational resilience. It examines current HR practices and their susceptibility to cyber risks, emphasizing the need for tailored training and policy frameworks. By exploring theoretical foundations of cybersecurity and HR management, this research proposes integrated strategies. These include fostering a cyber-aware culture, training HR personnel on data protection principles, and implementing robust incident response protocols. Practical implications highlight the role of HR in mitigating insider threats and safeguarding sensitive information. Case studies illustrate successful integration of cybersecurity measures into HR operations, underscoring the impact on organizational security posture. Theoretical frameworks such as the human factor theory and organizational psychology inform recommendations for effective cybersecurity training. Ultimately, this study contributes to the discourse on cybersecurity resilience by advocating for proactive HR involvement and strategic alignment with technological advancements.
This qualitative study is a systematic literature review (draws on literature primarily published within the last five years) addresses a comprehensive approach to a crucial but often overlooked aspect of cybersecurity: the human factors underlying insider threats. Attention is focused on the so-called “organizational arsonists” – individuals who willfully seek to adversely impact the organization by inducing anarchy aligned with their own motivations, insiders who purposefully damage their companies using digital methods, someone intentionally causing mayhem within a company, which can be criminal in cyber environments. The purpose of the research is to identify how cybersecurity leadership can effectively detect and mitigate the risks associated with insiders, particularly those exhibiting arsonist-like behaviors. Review uncovering that organizational arsonists can escalate cybersecurity risks substantially, with insider incidents costing organizations an average of $16.2 million per incident. These incidents now represent a persistent challenge, increasing in frequency by 68% over the past year according to the 2022 Insider Threat Report. The findings highlight the necessity of leadership strategies that preemptively recognize and neutralize potential insider threats to improve organizational resilience and security posture. This approach not only informs current cybersecurity practices but also aids in the development of targeted policies and refined regulatory measures. By integrating insights from psychology, criminology, and cybersecurity, the study provides a comprehensive understanding of the human elements influencing insider threats, essential for enhancing both academic knowledge and practical applications in risk management. The results showed a parallel between the motivations of arsonists who set physical fires to the characteristics and motivations of insider threats who exploit organizational vulnerabilities. The impact of this research can be helpful in assisting cybersecurity professionals, leaders who strategize against cyber threats, and risk managers and analysts who understand and mitigate human factors and insider threats. Leaders and executives may use these insights to improve security resource allocation and culture. Policymakers and regulators may use the study’s results to create more nuanced cybersecurity legislation, while academics and students in related disciplines can use it for future research.
Offensive cybersecurity is a complex and rapidly evolving field critical for protecting organizations and governments from cyber threats. However, due to its sensitive nature and potential ethical concerns, it is often shrouded in secrecy and controversy. This chapter comprehensively explains offensive cybersecurity, including its definition, capabilities, limitations, and legal and ethical implications. The chapter discusses the various offensive cyber operations that militaries and governments may use to defend themselves and deter potential attackers and the legal framework that governs such activities. It also explores the ethical considerations of offensive cybersecurity and the need for responsible use to avoid unintended consequences. Ultimately, the chapter seeks to promote a balanced understanding of offensive cybersecurity that acknowledges its potential benefits and risks and highlights the importance of using it judiciously and within legal and ethical boundaries.
With the complex nature of impacts of cybersecurity breaches, it is critical that organizational have cybersecurity project managers that can make sound managerial and leadership decisions. Often cybersecurity project managers act quickly with managerial decisions at work. When time is of the essence, strategic thinking, strategic communication, and strategic decision making are critical to organizational effectiveness and productivity. Decision making and strategic communications are just a few skills that executive leadership coaches can teach. This article explores the values and potential benefits of executive coaching as a leadership development tool for information technology and cybersecurity project managers.
For many cybersecurity professionals it is often their technical skills, certifications, and technical academic education that gets them hired and even promoted from a line employee to a management role in technical departments and technical organizations. Being in management roles requires the development of new leadership soft skills that include personality traits, attitudes, habits, and behaviors you display when working with leading, coaching, empowering and developing others. While good soft skills are also important for employees, they are critical for managers - and for those who want to be managers. This article explores that nature of those skills and approaches to help organizations develop leaders in these areas.
This study has three primary purposes. First, it establishes and introduces the Executive Coaching Work Behavior Survey and takes the initial steps in validating this instrument. This study then explores the frequency of specific work behaviors executive coaches use in their client interactions. Next, it examines the variability in these behaviors based on demographic factors. The Executive Coaching Work Behavior Survey is shown to measure three factors: Coach-focused/Administrative (2) Subsequent/Active Intervention, and (3) Relationship Focused. One hundred thirty executive coaches affiliated with a major global leadership training and development organization were surveyed. Significant differences in coaching behavior occur based on some demographic variables measured.
Both researchers and practitioners have devoted considerable attention to the potential effects of leadership on organizational performance. Despite increased research into the leadership-performance relationship, major gaps still remain in our understanding. This paper reviews the published literature and identifies these gaps, highlighting implications for future research into the leadership-performance relationship.
This study has investigated the effects of leadership style on organizational performance in small scale enterprises. The major objective was to determine effect of leadership styles on performance in small scale enterprises. Transformational and transactional leadership styles were considered in this study. Transformational leadership behaviours and performance/outcome considered relevant in the study were charisma, inspirational motivation and intellectual stimulation/individual consideration; and effectiveness, extra effort and satisfaction, respectively. Transactional leadership bahaviours and performance/outcome variables were constructive/contingent reward and corrective/management by exception; and effort, productivity and loyalty/commitment, respectively. The study followed a survey design, and employed evaluative quantitative analysis method. Analysis was based on primary data generated through a structured Multifactor Leadership Questionnaire (MLQ) administered on respondents. Responses to research statements were scaled and converted to quantitative data via code manual developed for the study to enable segmentation of the data responses into dependent and independent variables based on leadership behaviours and associated performance variables. OLS multiple regression models were specified, estimated and evaluated. The result showed that while transactional leadership style had significant positive effect on performance, transformational leadership style had positive but insignificant effect on performance. The study concluded that transactional leadership style was more appropriate in inducing performance in small scale enterprises than transformational leadership style and, therefore, recommended transactional leadership style for the small enterprises with inbuilt strategies for transition to transformational leadership style as the enterprises developed, grew and matured.
This study investigated the effects of a 1-year professional development (PD) based on a cognitive apprenticeship model of research experiences on inservice teacher self-efficacy of science teaching, motivation, knowledge calibration, and perceptions of inquiry of 19 secondary earth science and biology teachers. The PD facilitator, who serves a dual role as a scientist and teacher educator, utilized a cognitive apprenticeship model to shape both scientific thinking and inquiry instruction with 19 inservice teachers. Results indicated that inservice teachers changed their perceptions of inquiry and maintained high self-efficacy throughout all phases of the study. However, teachers refrained from making long-term changes in their cognitive strategy instruction. Implications provide a fuller picture of teacher learning during a RET program, supported with inquiry instruction and the implications of cognitive apprenticeships in offering authentic science research experiences with minimal laboratory resources.
Orientation: Focus was placed on the important role of executive management in creating a post-merged organisational culture conducive to effective performance management.Research purpose: To develop a theoretical model from the insights gleaned from the literature study, interviews with senior human resource (HR) practitioners at participating institutions and the empirical study. Based on the empirical findings, this model was refined and resulted in the eight-step integrated post-merged organisational culture creation model.Motivation for the study: The negligible attention given to the design of mechanisms supportive of post-merged organisational culture creation emphasised the need for this study. The high percentage of merger failures attributable to ineffective post-merged organisational culture integration further contributed.Research design, approach and method: A quantitative study was conducted at three merged South African higher education institutions, namely Nelson Mandela Metropolitan University, Cape Peninsula University of Technology and Durban University of Technology. Respondents occupied the following functional categories: executive management, senior and line management, HR practitioners and non-HR or non-management.Main findings: Respondents perceived the role of executive management to be the most important step of the theoretical model which formed the basis for the empirical survey questionnaire. This step, which obtained the highest summated mean score in all three institutions and across all functional categories, was depicted as Step 5 of the model.Practical/managerial implications: The refined eight-step integrated post-merged organisational culture creation model will significantly enhance the creation of a post-merged organisational culture conducive to effective performance management.Contribution/value-add: This study addressed the void regarding a model to guide the creation of a post-merged organisational culture conducive to effective performance management in higher education institutions as well as merged corporate organisations.
The qualitative research study on which this article is based is an enquiry into the meaning and essences of the executive coaching-organizational learning phenomenon, as a social construct of the lived experiences and perceptions of HR professionals. The findings suggest a need to place executive coaching within an organization's systems, with performance measures aligned to business strategies, and for stakeholders to validate and build capacity around executive coaching. The results of the research study provide guidance to human resource professionals, poised to advance a coaching culture that benefits organization performance and leadership development.
Leadership, personality, and organizational factors were analyzed to measure their combined effect on virtual-based product development time and scope-quality performance. Over 1,000 team members were surveyed. MANCOVA was used to test if leadership, personality project, and/or organizational factors impacted performance. All realistic factors were included to detect leadership substitutes moderation, mediation, and prediction. Bias was reduced by not surveying leaders, by using reverse item coding, and by checking social desirability. Experimental control and common method variance were managed by including multilevel and multisource data. Performance was objectively computed from organizational data. The findings were that transactional leadership (not transformational) and some personality attri-butes (leader substitutes) were significant factors, increasing project scope quality and time performance. This article was published online on September 29, 2010. An error was subsequently identified. This notice is included in the online and print versions to indicate that both have been corrected. See the correction noted on the seventh page of the print version of the article.
Very soon after the crash of 2008, most of the conventional conceptual and operational frameworks for
strategy formulation and strategy choice ran out of steam. Five years later, as this author notes, the search
is still on for more compatible models for strategy analysis, formulation, choice and implementation. In this
article he offers a model and four options for applying it that he believes is an answer for most firms still
searching.
This article presents a conceptual application for use in executive and leader development coaching engagements. The Leadership Readiness Index uses developmental personality style theory to establish categories of leadership readiness that can be used during the assessment phase of a coaching relationship. The article begins with an overview of leader development and is followed by a description of developmental personality style theory and its role in the construction of the Leadership Readiness Index. A brief discussion of potential uses for the index within the context of executive/leader coaching is provided. The article concludes with a discussion of the limitations of the index, future research strategies that can be applied to evaluate its viability and a summary of its potential contributions to evidence-based coaching practice. To be effective in their consulting relationships, coaches require theories and models of development as well as coaching strategies that can be proven effective in helping current and future leaders to be successful in their positions. In that regard, Nelson and Hogan (2009) identify the assessment phase of a coaching relationship as an indispensable component of the process. This article describes a potential assessment tool - the Leadership Readiness Index (LRI), which could be a useful addition to a coach's toolkit. To begin, a discussion of leader development is provided followed by a brief overview of executive coaching and its role as a strategy in the leader development process. The theoretical foundation of the LRI as an assessment tool is then introduced followed by a detailed description of the index itself. The LRI consists of a matrix of clinical personality types that is aligned with the attributes of effective leaders. It is based on Sperry's (1996, 2002, 2004) work on developmental personality style, work styles and their implication for executive coaching. This matrix supports an index that can be used in the identification of pre-dispositional factors that would influence an individual's readiness to assume a
Marketing adaptation has been considered a factor critical to a
firm's success in international markets. In order to know how companies
can effectively adapt their marketing activities to international
markets, one has to go beyond marketing function to understand the
development of a firm's experience curve advantage. Presents a framework
for a firm to improve its adaptive abilities in developing appropriate
marketing strategies for global expansion. Strategic managers should
manage the process of investing organizational slacks in order to
enhance adaptive ability. Globally-oriented Taiwanese PC firms were
studied to examine the relationship between a firm's adaptive ability
and its performance. Indicates that companies can improve performance by
enhancing their adaptive abilities in the areas of technology, marketing
mix and finance. Suggests further research.
The popularity of executive coaching has increased dramatically in both the practitioner world and academia during the past decade. However, evaluating the effectiveness of coaching has lagged behind. Executive coaching is a multidisciplinary practice, and professionals from many different scholarly backgrounds provide coaching services. The paucity of empirical research may be attributed to the lack of a consensus among these divergent professionals regarding whether and how to evaluate the effectiveness of coaching. In this article, we conducted a meta-analysis of the empirical research as well as reviewed the retrospective studies evaluating coaching effectiveness. Subsequently, we discussed six areas that impact the way researchers evaluate coaching effectiveness and the conclusions they may draw from their studies. Although the Return On Investment (ROI) index provides a straightforward, overall measure of effectiveness, its veracity and usefulness is questioned. It is hoped that the clarification of these areas will help guide the future of coaching evaluation research and practice.
While executive coaching continues to mushroom as a practice area, there has been little outcome research. This article presents the results of a study that explored factors influencing the choice of a coach, executives' reactions to working with a coach, the pros and cons of both internal and external coaches, the focus of executive coaching engagements, indications of successful coaching engagements, coaching tools executives favored, and the sustainability of coached executives' learning and behavior change. The author also raises a question about which executives are most likely to benefit from this development resource and presents a typology for gauging this issue. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
In this paper a theoretical approach to group facilitation is introduced, based on the work of the so-called Palo Alto school in communication and psychotherapy. This approach permits an analysis of group facilitation processes on the basis of several important principles that also inform system dynamics model building and simulation. On the basis of this analysis existing lists of appropriate facilitation skills and attitudes may be supplemented with three guidelines, leading to greater insight into the quality of the process of group model building and possible ways to evaluate that process. Ultimately, the growth and proliferation of system dynamics models and simulations depend on improvement of both process and content of modeling and simulation. Copyright © 2007 John Wiley & Sons, Ltd.
This article analyzes the topic of leadership from an evolutionary perspective and proposes three conclusions that are not part of mainstream theory. First, leading and following are strategies that evolved for solving social coordination problems in ancestral environments, including in particular the problems of group movement, intragroup peacekeeping, and intergroup competition. Second, the relationship between leaders and followers is inherently ambivalent because of the potential for exploitation of followers by leaders. Third, modern organizational structures are sometimes inconsistent with aspects of our evolved leadership psychology, which might explain the alienation and frustration of many citizens and employees. The authors draw several implications of this evolutionary analysis for leadership theory, research, and practice.
Purpose
In the current labour market, the competence to adapt is becoming significantly relevant for career development and career success. The construct of career adaptability, i.e. the capability to adapt to changing career-related circumstances and predict advancement in career development, seems to provide a fruitful scientific base for successful career intervention. The purpose of the study is exploratory, with the aim of providing new findings about the key predictors of this meta-competence that are relevant for career development.
Design/methodology/approach
Through a web-based survey, a convenience sample of 230 working participants completed an online questionnaire, including socio-demographic characteristics (age, gender, education), professional status (role seniority, sector of employment, professional role), professional development-related features (training, new professional assignments, financial incentives) and psychological factors (work self-efficacy, search for work self-efficacy and job satisfaction). Four-step hierarchical multiple regression analyses were conducted to understand which of these factors account for the most career adaptability variance.
Findings
Results highlight that work self-efficacy, search for work self-efficacy and education play a significant role in predicting career adaptability. Surprisingly, professional development-related features and professional status do not seem to have a relevant influence.
Practical implications
Training and career-development professionals can improve their understanding of which career-related skills and attitudes can increase one’s capability to cope with sudden changes and instability of the current labour market.
Originality/value
This study supports previous research, addressing the importance of career adaptability in times of dramatic change. It also provides some insight into the factors that could predict it.
Many executives rely on a process for devising strategy suited to stable, predictable environments even when they know conditions are highly volatile and mutable. Why? Because, the authors contend, they lack a systematic way to match their strategy-making style to the particular circumstances of their industry, business function, or geographic market. These three BCG consultants offer a framework to do just that. It identifies four "strategic styles": classical, adaptive, shaping, and visionary. Which of these is best suited to your situation depends on how far and accurately you can confidently forecast demand, corporate performance, competitive dynamics, and market expectations (predictability) and to what extent you or your competitors can influence those factors (malleability). A classical style, familiar to most managers and business school graduates, is well suited to an industry whose environment is predictable but hard for your company to change. Oil is a good example of this. An adaptive style suits an unpredictable industry, such as fashion, that players can't alter. A shaping style is best when the industry is unpredictable but your company or another has the power to transform it. And a visionary style fits a predictable industry that is nevertheless amenable to change. Too often strategists focus only on how predictable their environment is and not on the opportunities they or others may have to change it. HBR Reprint R1209E
This chapter emphasizes on the concept of adaptability in the current competitive business environment. It is discussed in this chapter that to adapt, a company must have its antennae tuned to signals of change from the external environment, decode them, and quickly refine or reinvent its business model and even reshape the industry's information landscape. The speed of adaptation is a function of the cycle time of decision making. In a fast-moving environment, companies need to accelerate change by making annual planning processes lighter and more frequent and sometimes by making episodic processes continual. An adaptive organization can't expect to succeed unless it provides people with some substitute for that certainty. The organization needs some simple, generative rules to facilitate interaction, help people make trade-offs, and set the boundaries for decision making.
Despite the rising interest in school districts, there are relatively few comprehensive resources available for graduate students in educational leadership programs. The Challenges of School District Leadership takes the position that the best way to prepare the next generation of school district leaders is to make certain that they are prepared to address the unending challenges that characterize public education today. Drawing on the latest research as well as actual examples, the book spotlights ten of the perennial challenges facing superintendents and school boards. Among the challenges discussed in detail are balancing equity and excellence, accommodating demographic change, coping with the increasing politicization of district leadership, deciding how to organize (or reorganize) a school system, and meeting the demands of educational accountability. This text is appropriate for graduate students in educational leadership, education policy, and the politics of education as well as school district leaders.
This book explores an approach to school improvement that merges the traditions of educational effectiveness research and school improvement efforts. it displays how the dynamic model, which is theoretical and empirically validated, can be used in both traditions. Each chapter integrates evidence from international and national studies, showing how the knowledge-base of educational effectiveness research can be used for improvement purposes. in a clear and practicable manner it outlines.
Superior performance requires a fundamental paradigm shift in managerial approach and leadership style to address the impact of rapidly evolving technology accompanied by increasing competition and market globalization. Six Sigma is one of the quality and productivity improvement initiatives employed by many successful enterprises to address these new challenges. Six Sigma requires management attention and clear leadership to provide a highly focused management-sponsored project approach to the rapid improvement and cost control of selected processes. This study sought to examine the leadership styles among Six Sigma professionals and their impact on performance. A total of 146 Six Sigma professionals working in Thailand were surveyed using the Multifactor Leadership Questionnaire (MLQ). The findings reveal that there are significant differences among the transformational, transactional and laissez-faire leadership styles. Among these 3 styles, Six Sigma professionals tend to exhibit the transformational leadership style most of the time. Furthermore, both transformational and transactional leadership styles are found to have a positive impact on follower performance, perception of leader effectiveness and job satisfaction. However, there is a negative relationship between laissez-faire leadership and the performance variables.
Purpose
– The purpose of this paper is to provide insights into the growing practice of managerial coaching. Much of the coaching literature is set in the context of an external coach coming into an organisation. However managers are increasingly being expected to coach their employees, a change in role which can create tensions.
Design/methodology/approach
– This paper examines the literature on coaching managers. The paper also discusses practical implications for coach training.
Findings
– This paper identifies key differences in the issues faced by coaching managers and by internal/external coaches and recognises the importance of adequate training of managers in coaching skills as an important issue for organizations to tackle. Furthermore, the development of a supportive coaching culture should not be underestimated in facilitating managers to apply their coaching skills on a daily basis.
Originality/value
– The paper gives an overview of the challenges of the coaching managers, identifies areas for development/consideration of coaching training programs and offers practical suggestions for supporting managers in applying their coaching skills.
Leadership language and its effects on employee affect and outcomes have experienced significant advances in research progress and practice in recent years. Communication researchers have explored and developed persuasive/framing models for practice to bridge the gap between leader intent and employee outcomes through verbal communication with the prospect of enhancing employee motivation. This article takes a unique approach to these questions by using a different communication model to clarify the nature and processes of the relationships between motivating language theory and its effects on employee self-efficacy and performance. Consequently, this study examines the role of motivating language theory leader language, with a primarily female group of 151 health care professionals, as an enhancement of employee self-efficacy. The methodology is a partial least squares model that explores the strength and direction of leader motivating language with self-efficacy and performance. All the relationships were supported as positive and significant. The partial least squares coefficients indicate that employee self-efficacy is 34% higher with increased levels of leader motivating language. The same data analysis reveals that employee performance grows by 20% with higher motivating language speech, and that employees with higher levels of self-efficacy will perform 10% better than in those cases when self-efficacy is lessened. Finally, future recommendations are presented to nourish these relationships through research—including greater generalizability, and for practice through training and development design.
In recent years executive coaching has become an important management development practice in many organizations. Executive coaching is a partnership between a management level client and a coach hired by an organization to assist the executive in becoming a more effective and successful manager. While executive coaching has become a frequent and important practice in organizations, there has been relatively little serious consideration of the complex ethical issues that arise for persons and organizations. This study proposes that executive coaching involves an agency relation with specific moral duties that go beyond the usual standards of professional ethics. Agency theory, and in particular a focused understanding of the agency relationship, can provide a needed ethical grounding and basis for moral thinking about executive coaching.
The common conception of programme management as an extension or variant of project management, and therefore endowed with the same rationalist, instrumental underpinnings, is reviewed and questioned. In particular, the implications of labelling are highlighted, and the limitations for practice of conflated or poorly differentiated conceptions or models of project management and programme management are discussed. The central argument of this paper is that a distinct programme management model, grounded in a view of social reality as continually constructed through the actions and interactions of individuals – a becoming or related social constructionist ontology – provides an alternative way of shaping and undertaking change initiatives. Such a programme management model, when practised by reflective, context sensitive and value/ethically aware practitioners, can co-exist with and complement traditional project management approaches within an organisation.
Now nearing its 60th printing in English and translated into nineteen languages, Michael E. Porter's Competitive Strategy has transformed the theory, practice, and teaching of business strategy throughout the world. Electrifying in its simplicity -- like all great breakthroughs -- Porter's analysis of industries captures the complexity of industry competition in five underlying forces. Porter introduces one of the most powerful competitive tools yet developed: his three generic strategies -- lowest cost, differentiation, and focus -- which bring structure to the task of strategic positioning. He shows how competitive advantage can be defined in terms of relative cost and relative prices, thus linking it directly to profitability, and presents a whole new perspective on how profit is created and divided. In the almost two decades since publication, Porter's framework for predicting competitor behavior has transformed the way in which companies look at their rivals and has given rise to the new discipline of competitor assessment.
More than a million managers in both large and small companies, investment analysts, consultants, students, and scholars throughout the world have internalized Porter's ideas and applied them to assess industries, understand competitors,, and choose competitive positions. The ideas in the book address the underlying fundamentals of competition in a way that is independent of the specifics of the ways companies go about competing.
Competitive Strategy has filled a void in management thinking. It provides an enduring foundation and grounding point on which all subsequent work can be built. By bringing a disciplined structure to the question of how firms achieve superior profitability, Porter's rich frameworks and deep insights comprise a sophisticated view of competition unsurpassed in the last quarter-century.
Book Description
Publication Date: June 1, 1998 | ISBN-10: 0684841487 | ISBN-13: 978-0684841489 | Edition: 1
Clique Aqui
This article has no abstract
Given the opposing views expressed on this topic, I would like to summarize my position in two main points and then attempt to illustrate them.
This book explores an approach to school improvement that merges the traditions of educational effectiveness research and school improvement efforts. It displays how the dynamic model, which is theoretical and empirically validated, can be used in both traditions. Each chapter integrates evidence from international and national studies, showing how the knowledge-base of educational effectiveness research can be used for improvement purposes. In a clear and practicable manner it outlines: (1) Foundations of the improvement approach; (2) Research projects investigating the impact of the dynamic approach; (3) Guidelines and practical solutions to translating the approach into action; and (4) Further developments for school improvement. Exploring the crucial factors in the establishment of this environment, the authors outline a dynamic framework that helps schools collect data, through self-evaluation mechanisms, taking decisions about priorities for improvement, and developing appropriate policies and action plans. This approach emphasises educational targets and provides means to achieve them that are flexible enough to fit in with the circumstances of the individual school. The book draws upon research across the world, conducted especially in the United States, Europe, and Australasia, expertly showcasing how the dynamic approach can be used in a wide variety of educational settings. A key book for all professionals working in education; academics, researchers, policy-makers, school advisors and practitioners will find it invaluable. Not only it is a must for graduate students, university libraries, and individual academics but also for school management teams, school support agencies and officials in educational policy.
This hermeneutic phenomenological study explores the after-coaching leadership skills of management that affected direct reports. The selection process relied on sequential sampling as a means of choosing 20 participants for in-depth interviews. After the transcription of the interviews, Atlas.ti software was used to manage data coding. Four themes emerged: (a) management's tools resulting in a motivated environment; (b) effects of management creating safe work environments; (c) depth of communication; and (d) self-reflection.
Leadership coaching reflects an evolving dynamic between the client and coach that is qualitatively different from most approaches to leadership development and therefore holds particular challenges for evaluation. Based on reviews of academic and practitioner literatures, this paper presents an integrated framework of coaching evaluation that includes formative evaluations of the client, coach, client–coach relationship, and coaching process, as well as summative evaluations based on coaching outcomes. The paper also includes a quantitative synthesis examining evaluation methodologies in 49 leadership coaching studies. The results revealed that self-reported changes in clients' leadership behaviors are the most frequently assessed coaching outcome, followed by clients' perceptions of the effectiveness of coaching. Recommendations to advance coaching evaluation research include the creation of collaborative partnerships between the evaluation stakeholders (client, coach, client's organization, and coaching organization) to facilitate systematic formative evaluations, the collection of multi-source and multi-level data, and the inclusion of distal outcomes in evaluation plans.
The use of executive coaching as a developmental intervention for managers has increased dramatically during the past decade. Consequently, there has been a burgeoning practitioner literature on the topic of executive coaching. Empirical research on executive coaching, however, has lagged far behind, and theoretical work on the processes underlying effective coaching has been limited. In this review, we investigate the construct of executive coaching and examine how coaches’ professional training, client characteristics, and types of coaching impact the effectiveness of this intervention. The article concludes with an agenda for future research on this emerging form of management development.
Purpose
To assess the recent influence of Gregory Bateson on publication within the field of psychotherapy.
Design/methodology/approach
Literature survey of all accessible literature from 1996 to 2006, utilizing citation search engines for identification purposes followed by reading and evaluating the most relevant publications.
Findings
Research that investigates Bateson's ideas is promising but scarce, and theoretical development that builds on his constructs is rare. Apart from frequency in citation, his contributions seem to be more durable than generative.
Research limitations/implications
Owing to the volume of data, a complete survey of literature was impossible, focusing our work on psychotherapy for this paper. Other projects surveying fields such as management and sociology should be undertaken to assess Bateson's influence.
Practical implications
Practice should be tied to theory‐building and ongoing research rather than nostalgia, myopic commitment to ideals, or myth. Purposeful commitment to cybernetic theory and practice development is needed.
Originality/value
Few literature reviews have attempted to conduct a survey this broad. It is believed this has been successful in addressing actual publication practices.
Career coaching: What H.R. professionals and managers need to know
- D C Feldman
Feldman, D. C. (2001). Career coaching: What H.R. professionals and managers need to know. Human
Resources Planning, 24, 26-35.
Executive coaching under pressure: A case study
- A M Freeman
- J A Perry
Freeman, A. M., & Perry, J.A. (2010). Executive coaching under pressure: A case study. Consulting
Psychology Journal: Practice and Research, 6, 189-202.
Coaching S.M.E. managers: business development or personal therapy? Faculty of Management and Law
- E D Gray
- Y Ekinci
- H Goregaokar
Gray, E. D., Ekinci, Y., & Goregaokar, H. (2011). Coaching S.M.E. managers: business development or
personal therapy? Faculty of Management and Law, University of Surrey. Doi:10.108/09585
It Takes More Than Tech Skills To Be a
- A Boyd
Boyd, A. (2018, March). It Takes More Than Tech Skills To Be a Strong Cyber Leader. NextGov.
Retrieved from: https://www.nextgov.com/cybersecurity/2018/03/it-takes-more-tech-skills-be-strongcyber-leader/146520/
Business schools tap coaching trend
- R Lebihan
Lebihan, R. (2011). Business schools tap coaching trend. Australian Financial Review.
The critical need for formal leadership development programs for cybersecurity and information technology professionals
- D N Burrell
- C Nobles
- A S Aridi
Burrell, D. N., Nobles, C., & Aridi, A. S. (2018). The critical need for formal leadership development
programs for cybersecurity and information technology professionals. Proceedings of the 2018 International Conference on Cyber Warfare and Security, 82-91.