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Leadership Conversations : Challenging High Potential Managers to Become Great Leaders.
Conversation techniques and tools that can help strong managers become great leaders Often the very same skills and traits that enable rising stars to achieve success ""tenacity, aggressiveness, self-confidence"" become liabilities when promoted into a leadership track. While man...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
New York :
Wiley,
2012.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 008 | 130109s2012 nyu o 000 0 eng d | ||
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| 019 | |a 880909967 | ||
| 020 | |a 9781118551882 | ||
| 020 | |a 1118551885 | ||
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| 082 | 0 | 4 | |a 658.4092 |
| 049 | |a UAMI | ||
| 100 | 1 | |a Berson, Alan S. | |
| 245 | 1 | 0 | |a Leadership Conversations : |b Challenging High Potential Managers to Become Great Leaders. |
| 260 | |a New York : |b Wiley, |c 2012. | ||
| 300 | |a 1 online resource (321 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 505 | 0 | |a Title page; Copyright page; Contents; Preface Are You Having Leadership Conversations?; High Potentials Don't Know What They Don't Know; The Challenge of Moving Up; Leadership Conversations-The Book; My Leadership Conversations-The Website; PART 1: THE HIGH-POTENTIAL CHALLENGES; CHAPTER 1: DO YOU REALLY WANT TO BE A LEADER?; How Great Leaders Treat Others; Great Leaders Communicate Effectively; Great Leaders Grow Their People; What Great Leaders Believe; Same Playing Field But A Whole New Game-Twice; It's Never Too Late; CHAPTER 2: WHAT BLEND OF MANAGEMENT AND LEADERSHIP MINDSETS IS BEST? | |
| 505 | 8 | |a Conversations Make the DifferenceEffective Conversations Create Alignment; Your Generation Influences Your Mindset; Harnessing Generational Mindset Differences; CHAPTER 3: HAVE YOU HAD LEADERSHIP CONVERSATIONS TODAY?; A Virtuous Cycle of Leadership Conversations; Leadership Conversations to Build Relationships; Leadership Conversations to Develop Others; Leadership Conversations to Make Decisions; Leadership Conversations to Take Action; Three Perspectives in Leadership Conversations; Blending Two Mindsets, Four Types of Conversation, and Three Perspectives. | |
| 505 | 8 | |a Standards for Leadership ConversationsCHAPTER 4: WHERE DO YOU STAND ON THE LEADERSHIP LADDER?; PART 2: CONVERSATIONS TO BUILD RELATIONSHIPS; CHAPTER 5: LEARN THE NEW RULES; Knowing the Leadership Rules; Rule: People Skills Trump Technical Skills; Rule: Be Clear About Your Values; Rule: Pay It Forward; Rule: Compete Vigorously-but with a Long-Term View; Rule: Think "Yes-And," Not "Either-Or"; Rule: No More Command and Control; Rule: Match Culture with Objectives and People with Culture; The Common Thread; CHAPTER 6: YOUR RELATIONSHIPS DEFINE YOU; Essential Relationship-Building Skills. | |
| 505 | 8 | |a Multimedia RelationshipsThe Increasing Importance of Relationships; Trusted Relationships; Transactional Relationships; Tentative Relationships; Target Relationships; Not Having A Relationship Can Be Costly; CHAPTER 7: KNOW YOUR STRENGTHS AND THEIR SHADOWS; Each Strength Has A Companion Shadow; Getting Started on the Right Foot; Developing Unconscious Competence in Relationships; Recognizing the Shadows; Focus on Strengths; CHAPTER 8: PEOPLE AREN'T MACHINES; People Have Feelings; The Legends in Your Organization; The Elements of Culture; Mission; Vision; Goals; Values. | |
| 505 | 8 | |a Changing Relationships Changes the CultureCHAPTER 9: DON'T LET THEM ASSUME THEY KNOW WHAT YOU'RE THINKING; You Are Always under A Microscope; Listening; Transparency; Authenticity; Having the Right Conversations; CHAPTER 10: EMBRACE DIFFERENCES; Open Your Mind; Encourage Diversity and Inclusion; Make Diversity Work; PART 3: CONVERSATIONS TO DEVELOP OTHERS; CHAPTER 11: THE BATTLE FOR TALENT; Build Versus Buy; Start with the Right People; Your Responsibility to Develop Others; How Deep Should Succession Planning Go?; From Individual Contributor to First-Line Manager. | |
| 500 | |a From First-Line Manager to Manager of Managers. | ||
| 520 | |a Conversation techniques and tools that can help strong managers become great leaders Often the very same skills and traits that enable rising stars to achieve success ""tenacity, aggressiveness, self-confidence"" become liabilities when promoted into a leadership track. While managers' conversations are generally transactional and centered on the task at hand, leaders must focus on people, asking great questions and aligning them with the vision for the future. Leadership mindsets and skills can be developed, and Leadership Conversations provides practical guidance for connecting with. | ||
| 588 | 0 | |a Print version record. | |
| 590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
| 650 | 0 | |a Communication in management. | |
| 650 | 0 | |a Leadership. | |
| 650 | 0 | |a Executive ability. | |
| 650 | 2 | |a Leadership | |
| 650 | 6 | |a Communication en gestion. | |
| 650 | 6 | |a Leadership. | |
| 650 | 6 | |a Aptitude pour la direction. | |
| 650 | 7 | |a Communication in management |2 fast | |
| 650 | 7 | |a Executive ability |2 fast | |
| 650 | 7 | |a Leadership |2 fast | |
| 700 | 1 | |a Stieglitz, Richard G. | |
| 758 | |i has work: |a Leadership conversations (Text) |1 https://id.oclc.org/worldcat/entity/E39PCGmyGhQ8Vb6Hpdktb8GTH3 |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version: |a Berson, Alan S. |t Leadership Conversations : Challenging High Potential Managers to Become Great Leaders. |d New York : Wiley, ©2012 |z 9781118378328 |
| 856 | 4 | 0 | |u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=1107874 |z Texto completo |
| 938 | |a 123Library |b 123L |n 62899 | ||
| 938 | |a EBL - Ebook Library |b EBLB |n EBL1107874 | ||
| 994 | |a 92 |b IZTAP | ||