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dc.contributor.authorRandolph, Michael
dc.date.accessioned2020-11-12T17:11:08Z
dc.date.available2020-11-12T17:11:08Z
dc.date.issued2012-10-09
dc.identifier.other3396568
dc.identifier.urihttps://hdl.handle.net/1813/72945
dc.description.abstract[Excerpt] All managers have to make tough decisions, but their decision-making processes must change as they reach the higher levels of their organization. This may be largely attributed to the variances in the level of work. At a hotel, for instance, lower level supervisors may be responsible for making sure that receptionists are effectively and efficiently handling bookings. Contrast this supervisor's decision-making process with the hotel's senior executive, who needs to determine where to build the next hotel to maximize bookings. At lower levels, supervisors are effective leaders if they can be decisive, firm, direct, and analytical about their decisions (Brousseau, 2006). Effective leaders at this level don't often need to take flexible or collaborative approaches to their decision-making style. The opposite is evident once an employee reaches Vice President and Senior Executive level positions. Effective higher-level leaders' decisions are often extremely flexible and collaborative, and the same decision making styles that were once effective at the lower levels will become less pertinent.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © Cornell HR Review. This article is reproduced here by special permission from the publisher.
dc.subjectHR Review
dc.subjectHuman Resources
dc.subjectHuman Capital
dc.subjectCareer
dc.subjectTalent
dc.subjectLeadership
dc.subjectTraining
dc.subjectPerformance
dc.titleThe Duplicity of Talent: A Delicate Balance of Critical Leadership Competencies
dc.typearticle
dc.description.legacydownloads10_9_12_The_Duplicity_of_Talent_A_Delicate_Balance_of_Critical_Leadership_Competencies.pdf: 256 downloads, before Oct. 1, 2020.
local.authorAffiliationRandolph, Michael: Cornell University


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