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JOBeehive is the digital age job market place providing flexible, users-centered, peer-reviewed and free-to-use web2.0 services and applications. JOBeehive roots in the remix open source culture, blogs and even doing homework with instant messaging. JOBeehive is flat! No hyerarchical structures, filters, screening and admission panels or fees. Registered users are free to choose and use their preferred channel or media to seek a job or to recruit a talent.	Search/Post Job Offers Job seekers dig the job market and recruiters catch the talents. Registration required
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N-gen: the future leaders

N-Gen will dominate the 21st century. The values of their technology, their world and their way of life will differ greatly from the values of today. In contrast to the set of values of the present day, enshrined by policymakers through the static media such as TV or radio, the Net generation will have a different set of values. It will embrace a two-way, interactive model of the telephone and extend it a thousand fold.

The Ideology of N-Gen

Commonly held views of the current generation are that they are greedy, self centered and concerned only about their personal possessions and financial success. After spending the better part of a year talking to hundreds of N-Geners, our team has come to a different set of conclusions.

Many have observed that the young are still very obsesssed with material values, more than their parents before them. It appears that the more affluent, better educated youth are, the more optimistic they are about the future. While N-Geners today are a savvy, confident generation, they are confronted with very different prospects than their boomer parents. An uncertain future looms ahead, and they cannot pride themselves with the material security which seemed to be the trait of the baby boomer age. Prized possiessions become a material fortress against economic insecurity - material goods are not a vice, they are a refuge.

The leader of the future

by William C. Taylor, The FastCompany

It's hard to imagine discussing "the leader of the future" without having a discussion with Ronald Heifetz -- one of the world's leading authorities on leadership. Heifetz, 48, director of the Leadership Education Project at Harvard University's John F. Kennedy School of Government, is a scholar, a teacher, and a consultant. His course at Harvard, "Exercising Leadership," is legendary for its popularity with students and for its impact on them. His students (many of them in mid-career) include leaders from all walks of life: business executives, generals, priests and rabbis, politicians. His clients have included senior executives at BellSouth, who brought him on to conduct a twoyear program on leadership in a fast-changing world, and the president of Ecuador, who is struggling to lead that nation through tough economic times. What makes Heifetz's approach to leadership so compelling is that he is so honest about what real leadership demands.

Assessing the impact of national culture on leadership: a six nations study

by Hugo Zagoršek

As the world’s economies are becoming increasingly integrated into global trading relations, the need to understand cultural influences on leadership has never been greater. The paper examines the usage of five leadership practices of transformational leadership (Kouzes & Posner, 1987) by MBA students from six diverse nations from five continents: United States, Nigeria, Slovenia, South Korea, India and Argentina. Multi-factor ANOVA was performed to determine the strength of the impact of national culture on leadership. A measure of the effect size (eta-squared), which provides a percentage of variance in the usage of five transformational leadership practices explained by the nationality of respondents, was obtained.

Cultural Influences on Leadership and Organizations: Project Globe

by various Authors

GLOBE is both a research program and a social entity. The GLOBE social entity is a network of 170 social scientists and management scholars from 61 cultures throughout the world, working in a coordinated long-term effort to examine the interrelationships between societal culture, organizational culture and practices, and organizational leadership. The meta-goal of the Global Leadership and Organizational Effectiveness (GLOBE) Research Program is to develop an empirically based theory to describe, understand, and predict the impact of cultural variables on leadership and organizational processes and the effectiveness of these processes.

This monograph presents a description of the GLOBE research program and some initial empirical findings resulting from GLOBE research. A central question in this part of the research concerns the extent to which specific leadership attributes and behaviors are universally endorsed as contributing to effective leadership and the extent to which the endorsement of leader attributes and behaviors is culturally contingent.

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IBM Global CEO Study 2008

Next generation leaders

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