NextEra Energy Resources is a leading clean-energy company with more than 15,000 employees in 27 states and Canada and the number one producer of wind energy in North America. The managers are guided by the following leadership principles and behaviors: Excellence: puts top priority on getting results, continuously seeks improvement, creates an environment where people work their best. Safety First: promotes safety in the workplace, monitors the safety behavior of others. Ownership: creates a feeling of energy, excitement and personal investment, takes responsibility for own mistakes, fosters a sense of energy, ownership and commitment to the work. Trust: lives up to commitments, recovers from violating trust, does not omit controversial information or changes information to suit others, is honest and forthright in dealing with people, treats others fairly and consistently. Integrity: models and inspires high levels of integrity, readily shares credit and gives opportunity for visibility to others, accepts responsibility for mistakes, shows consistency with principles and values, shows consistency between words and actions Respect: works constructively under stress and pressure, encourages others to express their views, even contrary ones, conveys trust in people’s competence to do their jobs, facilitates discussions to ensure that everyone’s viewpoint is heard. Communicate Effectively: exhibits appropriate nonverbal behavior to show receptivity to other’s spoken message, expresses thoughts, opinions and disagreement constructively and tactfully, listens attentively and with empathy to concerns expressed by others. Promote Teamwork: values the contributions of all team members, promotes teamwork among groups; dis... ... middle of paper ... ...two ethical individuals. References: Arellano, J. (2008). High-Performing Individuals. Rural Telecommunications, 27(5), 8. Retrieved from EBSCOhost. Allen, J. (2010). Building better managers: 10 things good managers do well. Enterprise/Salt Lake City, 40(4), 15. Retrieved from EBSCOhost. Buckingham, M. (2005). What Great Managers DO. Harvard Business Review, 83(3), 70-79. Retrieved from EBSCOhost. CNN Money (2011) Worlds Most Admired Companies. Retreived from http://money.cnn.com/magazines/fortune/mostadmired/2011/champions/. Embrey, A. (2005). A Good Manager Is Hard to Find. Convenience Store News, 41(1), 39-44. Retrieved from EBSCOhost. Nextera Energy Resources (2011). Retreived from http://eweb/nexteraenergyresources/index.shtml. Trunk, P. (2008). Good Managers Show Generosity. California Job Journal, 26(1143), 5. Retrieved from EBSCOhost.
According to Brad the characteristics of management that contribute to success can be broken into six categories. The first one being a...
Integrity which is demonstrated by acceptance in decision making, having honest communication and activities with ethical practices that demand trust and support
...s not only about learning how to be a great manager, but also about what I as the employee should be doing to improve my work experience with my manager and how to evaluate my job in terms of growth. It’s a tremendous concept to be able to have a great manager, leader, or mentor to learn from, but unfortunately that’s not always the case and this book will come in extremely handy and useful to learn more about becoming a great manager.
Badaracco Jr., Joseph L. "Defining Moments: When Managers Must Choose Between Right and Right." Print.
Kinicki, Angelo, and Brian K. Williams. Management: A Practical Introduction. New York: McGraw-Hill Education, 2013. Print.
The Effective Manager: Perspective and Illustrations. Ed. Jon Billsberry. Thousand Oaks, CA: SAGE Publications: 287-294.
Robbins, S.P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
Robbins, S.P., Coulter, M. (2014). Management (12th ed.). New Jersey: Pearson Education, Inc. [VitalSource bookshelf version]. Retrieved from http://devry.vitalsource.com/#/books/9781269550994/recent
Robbins, S. P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson
Robbins, S., Decenzo, D., & Coulter, M. (2013). Fundamentals of management. Upper Saddle River, NJ: Pearson Education, Inc.
"There seems to be overall agreement that effective managers must be effective in conceptual, interpersonal, technical, and political skills."(Robbins&Decenzo, 2003).
Hales, C.P. (1986), “What do managers do? A critical review of the evidence”, Journal of Management Studies, vol. 23, no. 1, pg.88-115
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
Gosling, J. and H. Mintzberg (2003). "The Five Minds of a Manager." Harvard Business Review (November 2003): 1-10.
Richard, DeVos, The Relevance of Chester Barnard for today?s manager. Graduate School of Management, Northwood University.