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. |
Dentro del libro
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Página 43
... Trust is the lubrication that makes it possible for organizations to work . It's hard to imagine an organization without some semblance of trust op- erating somehow , somewhere . An organization without trust is more than an anomaly ...
... Trust is the lubrication that makes it possible for organizations to work . It's hard to imagine an organization without some semblance of trust op- erating somehow , somewhere . An organization without trust is more than an anomaly ...
Página 153
... trust , without which leadership would not have been possible . Trust is the emotional glue that binds followers and leaders together . The accumulation of trust is a measure of the legitimacy of leadership . It cannot be mandated or ...
... trust , without which leadership would not have been possible . Trust is the emotional glue that binds followers and leaders together . The accumulation of trust is a measure of the legitimacy of leadership . It cannot be mandated or ...
Página 154
... trust between leaders and follow- ers cannot exist without two conditions : The leader's vision for the organization must be clear , attractive , and attainable . We tend to trust leaders who create these visions , since vision ...
... trust between leaders and follow- ers cannot exist without two conditions : The leader's vision for the organization must be clear , attractive , and attainable . We tend to trust leaders who create these visions , since vision ...
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