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. |
Dentro del libro
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Página 30
... things , it is like a child who says , ' I want a castle built for me , ' and he gets it . " ( Which brings to mind the com ... thing you naturally do is teach the person to feel that the undertaking is manifestly important and nearly ...
... things , it is like a child who says , ' I want a castle built for me , ' and he gets it . " ( Which brings to mind the com ... thing you naturally do is teach the person to feel that the undertaking is manifestly important and nearly ...
Página 40
... thing , it has very little to do with " facts " or even " knowing . " Facts and knowing have to do with technique , with methodology , with " knowing how to do things . " That's useful , even necessary , and undeniably occupies a useful ...
... thing , it has very little to do with " facts " or even " knowing . " Facts and knowing have to do with technique , with methodology , with " knowing how to do things . " That's useful , even necessary , and undeniably occupies a useful ...
Página 75
... thing to do , and we could even see some propensity to move in that direc- tion so the attack would have some genuine validity . Now about the attacks that are accurate . . . . They are the most difficult to deal with difficult to say ...
... thing to do , and we could even see some propensity to move in that direc- tion so the attack would have some genuine validity . Now about the attacks that are accurate . . . . They are the most difficult to deal with difficult to say ...
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