Leaders: The Strategies for Taking ChargeHarper & Row, 1986 - 244 páginas Mistaking charge; Leading others, managing yourself; Attention through vision; Meaning through communication; Trust through positioning; The deployment of self; Leadership and empowerment. |
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Página 66
... ability to accept people as they are , not as you would like them to be . In a way , this can be seen as the height of wisdom - to " enter the skin " of someone else , to under- stand what other people are like on their terms , rather ...
... ability to accept people as they are , not as you would like them to be . In a way , this can be seen as the height of wisdom - to " enter the skin " of someone else , to under- stand what other people are like on their terms , rather ...
Página 103
... ability , a kind of magic , to assemble - out of all the variety of images , signals , forecasts and alter- natives - a clearly articulated vision of the future that is at once simple , easily understood , clearly desirable , and ...
... ability , a kind of magic , to assemble - out of all the variety of images , signals , forecasts and alter- natives - a clearly articulated vision of the future that is at once simple , easily understood , clearly desirable , and ...
Página 153
... ability , the capacity to predict another's behavior . Another way of putting it is to say that organiza- tions without trust would resemble the ambiguous nightmare of Kafka's The Castle , where nothing can be certain and nobody can be ...
... ability , the capacity to predict another's behavior . Another way of putting it is to say that organiza- tions without trust would resemble the ambiguous nightmare of Kafka's The Castle , where nothing can be certain and nobody can be ...
Contenido
LEADING OTHERS | 19 |
STRATEGY | 85 |
STRATEGY | 187 |
Derechos de autor | |
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Términos y frases comunes
ability achieve action airline aligned asked AT&T ATTENTION THROUGH VISION bank basic behavior chairman challenge commitment competence complex corporate creating creative culture decision develop direction Edwin Land effective leaders employees empowerment ership example executive experiences external environment firm focus future Global Airways goals going human Iacocca ideas important individuals industry innovative learning internal interviewed James MacGregor Burns 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 seemed sense shared skills Sloan social architecture staff structure style success Sun Tzu thing tions transformative leadership trust understand values Wallenda factor Warren Bennis Werner Erhard what's York zation