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Rather, USPAP simply requires that appraisers be familiar with and correctly utilize those methods which would be acceptable to other appraisers familiar with the assignment at hand and acceptable to the intended users of the appraisal. USPAP directs this through what is called the Scope of Work rule. At the onset of an assignment, an appraiser ...
The Functional theory of leadership emphasizes how an organization or task is being led rather than who has been formally assigned a leadership role. In the functional leadership model, leadership does not rest with one person but rests on a set of behaviors by the group that gets things done. Any group member can perform these behaviors so ...
An appraiser performing and communicating an appraisal under USPAP may estimate value assuming facts and conditions proscribed by a legal presumption, but a determination would have to be made whether the assumption is an extraordinary assumption or hypothetical condition and communicated appropriately as required under USPAP.
Competency models can help organizations align their initiatives to their overall business strategy. By aligning competencies to business strategies, organizations can better recruit and select employees for their organizations. Competencies have become a precise way for employers to distinguish superior from average or below average performance.
A competency dictionary is a tool or data structure that includes all or most of the general competencies needed to cover all job families and competencies that are core or common to all jobs within an organization (e.g., teamwork; adaptability; communication).
Leadership development is the process which helps expand the capacity of individuals to perform in leadership roles within organizations. Leadership roles are those that facilitate execution of an organization's strategy through building alignment, winning mindshare and growing the capabilities of others.
"At its heart is the leader's self-awareness, his progress toward self-mastery and technical competence, and his sense of connection with those around him. It's the inner core, the source, of a leader's outer leadership effectiveness." (Scouller, 2011). The idea is that if leaders want to be effective they must work on all three levels in parallel.
Situational Leadership Theory, now named the Situational Leadership Model, is a model created by Dr. Paul Hersey and Dr. Ken Blanchard, developed while working on the text book, Management of Organizational Behavior. [1] The theory was first introduced in 1969 as "Life Cycle Theory of Leadership". [2]