Theory and Practice of LeadershipSAGE, 15 de des. 2011 - 552 pàgines Praise for the first edition: ′At last a well-written, balanced and insightful British book on leadership. It is probable that every theory and assertion of consequence is commented upon. A real tour-de-force.′ - Emeritus Professor Gerry Randell, University of Bradford School of Management
′Theory and Practice of Leadership is an all encompassing, global review of examples and case studies that is both comprehensive and easily adaptable to almost any situation one would encounter in leading people.′ - Richard J. Conwell, Nova Southeastern University, Journal of Applied Management and Entrepreneurship
If you are looking for a more holistic and critical take on the field of leadership, look no further! The second edition of this engaging and highly-respected text offers an exploration of leadership in a variety of contexts, both profit-orientated and non-profit. New to this edition:
Theory and Practice of Leadership will prove a highly-stimulating read for undergraduate and postgraduate students of leadership and related subjects as well as management consultants and practising managers. |
Des de l'interior del llibre
Resultats 1 - 5 de 94.
... Creating the Vision Communicating and Sustaining the Vision Vision as a Driving Force Translating Vision into Reality The Impact of Vision Visionary Leadership in Action Chapter 5 Leadership and Purpose Overview What is Organizational ...
... create, positive emotions, engagement and motivation or inspiration as a result. 3. The use of position power (authority) is abrogated in favour of gaining commitment through using one's personal power. James MacGregor Burns defines ...
... create an environment that embraces change, not as a threat but as an opportunity.'104 The change imperative itself has changed. The challenge used to be to respond positively to the need for change. Now it is the need to actively create ...
... creating effective change:122 1. Create a sense of urgency and importance to change Examine the market in which the organization operates and the competitive realities. 2. Create the guiding coalition Put together a group with enough ...
... creating alignment, setting an example, getting the best out of people, and acting as a change agent.133 It can be argued ... create it. But experience has shown that grafting innovation on to a traditional enterprise does not work. The ...
Continguts
1 | |
38 | |
62 | |
4 Leadership and Vision | 108 |
5 Leadership and Purpose | 136 |
6 Leadership and Values | 161 |
7 Leadership and Strategy | 200 |
8 Leadership and Empowerment | 231 |
9 Leadership and Engagement | 255 |
10 Multiple Intelligences of Leadership | 287 |
11 The Assessment and Development of Leadership | 321 |
Sustaining Leadership Excellence | 377 |
Endnotes | 380 |
Index | 514 |