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Leadership & Management Section of MLA Studies “25 Counterintuitive Principles of Leadership”

Posted by Editor on November 17, 2009

This blog is being used for research purposes. The title of the study is : “25 Counterintuitive Principles of Leadership: Medical Library Association Member Perceptions.” Your participation in the study is voluntary. The Principle Investigator, Andrew Rucks, Associate Professor, School of Public Health, e-mail arucks@uab.edu and telephone number 205-985-8967, welcomes any questions and comments you may have about the study.

The University of Alabama at Birmingham Institutional Review Board for Human Use (IRB) has assigned Protocol Number E090707007 to the study. If you have questions about your rights as a research participant, or concerns or complaints about the research, you may contact Ms. Sheila Moore. Ms. Moore is the Director of the Office of the Institutional Review Board for Human Use (OIRB) at the University of Alabama at Birmingham (UAB). Ms. Moore may be reached at (205) 934-3789 or 1-800-822-8816.

If calling the toll -free number, press the option for “all other calls” or for an operator/attendant and ask for extension 4-3789. Regular hours for the Office of the IRB are 8:00 a.m. to 5:00 p.m. CT, Monday through Friday. You may also call this number in the event the research staff cannot be reached or you wish to talk to someone else.

Effective leaders do two things very well – establish direction and create a culture. Establishing direction for an organization involves developing a vision for the future and reaching consensus around strategies to move the organization toward that vision. Creating a culture involves shaping the organization’s habits, customs, and conventions.

We spend a great deal of time thinking about and discussing visioning and establishing direction for organizations and far too little time on creating culture. Yet, it may that culture ultimately determines strategic success and, importantly, whether people are happy and productive.

We believe that how we lead does more to shape habits and customs, as well as individual’s motivation and attitudes, than anything else. For more than a century prescriptions for successful management have remained essentially unchanged. Command and control, unity of the command structure, hierarchy, and standardization of policies, practices, and rules have become universally accepted principles. However, often such approaches have resulted in organizational cultures that discourage innovation, fun at work, collegiality, and ultimately productivity. Traditional management principles have often “turned people off” to work….

Visit the site to read and learn more here: http://www.lhl.uab.edu/lmsmla/?page_id=338

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