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Substitutes for leadership theory is a leadership theory first developed by Steven Kerr and John M. Jermier and published in Organizational Behavior and Human Performance in December 1978. [1] The theory states that different situational factors can enhance, neutralize, or substitute for leader behaviors [2] (Den Hartog
Transferrable skills have become a pillar of higher educational goals to assist the student from active learner to the utilization of the skills from academia to the real world. It has been suggested that v in both high school and college lead students to an easier transition to the real world of application and work related tasks. [6]
The skills and competencies considered "21st century skills" share common themes, based on the premise that effective learning, or deeper learning, requires a set of student educational outcomes that include acquisition of robust core academic content, higher-order thinking skills, and learning dispositions.
A great mismatch between skills employers want and skills workers are able to provide has led to an increased focus on skills-based hiring, rendering old credentials like college degrees or years ...
The Leitch Review of Skills was an independent review by Lord Sandy Leitch, the Chairman of the National Employment Panel, commissioned by the British Government in 2004, 'to identify the UK's optimal skills mix for 2020 to maximise economic growth, productivity and social justice, set out the balance of responsibility for achieving that skills profile and consider the policy framework ...
In economics and game theory, the decisions of two or more players are called strategic complements if they mutually reinforce one another, and they are called strategic substitutes if they mutually offset one another. These terms were originally coined by Bulow, Geanakoplos, and Klemperer (1985).