Leaders: The Strategies for Taking ChargeHarper & Row, 1985 - 244 páginas Discusses the qualities of successful business executives and offers advice for managers on how to develop leadership skills. |
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Página 57
... self . This creative deployment of self makes leading , as we noted , a deeply personal business . It's what we're calling , more out of convenience than pre- cision , positive self - regard . We learned the meaning of this phrase from ...
... self . This creative deployment of self makes leading , as we noted , a deeply personal business . It's what we're calling , more out of convenience than pre- cision , positive self - regard . We learned the meaning of this phrase from ...
Página 62
... positive self- regard came as something of a surprise to us , though in retrospect , we should have perhaps fore- seen its most stunning effect . What we observed was that our ninety leaders induced ( stemming from their own self - regard ) ...
... positive self- regard came as something of a surprise to us , though in retrospect , we should have perhaps fore- seen its most stunning effect . What we observed was that our ninety leaders induced ( stemming from their own self - regard ) ...
Página 77
... self into a unified theory . Both positive self - regard and the Wallenda factor have to do basically with the outcomes . In the case of self - regard ... SELF - REGARD POSITIVE + NEGATIVE - POSITIVE + 77 LEADING OTHERS , MANAGING YOURSELF.
... self into a unified theory . Both positive self - regard and the Wallenda factor have to do basically with the outcomes . In the case of self - regard ... SELF - REGARD POSITIVE + NEGATIVE - POSITIVE + 77 LEADING OTHERS , MANAGING YOURSELF.
Contenido
A New Theory of Leadership | 3 |
LEADING OTHERS | 19 |
The Four Strategies | 26 |
Derechos de autor | |
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Términos y frases comunes
ability achieve action airline aligned asked AT&T bank basic behavior Carlo Maria Giulini chairman challenge commitment competence complex corporate creating creative culture decision develop direction Edwin Land effective leaders employees empowerment energy ership example executive experiences external environment firm focus future Global Airways goals going human Iacocca ideas important individuals industry innovative learning internal interviewed Jim Jackson Jordan Karl Wallenda Kieschnick lead Lee Iacocca look major management education meaning ment Motors needs niche ninety leaders nization operating options orga organization's organizational learning participation positive self-regard Poulson president problem Ray Kroc responsibility rewards role scenario seemed sense shared skills Sloan social architecture staff structure style success Sun Tzu talking thing tions transformative leadership trust understand values Wallenda factor Warren Bennis Werner Erhard what's York zation