The clarity principle : how great leaders make the most important decision in business (and what happens when they don't) /
Turf wars, low morale, bad politics, and misguided strategies: these are issues that claim much of a leader's time. But this parade of dysfunctions and messy "people" problems actually points to an organization confused about its core business, torn between competing ideas about what...
Clasificación: | Libro Electrónico |
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Autor principal: | |
Formato: | Electrónico eBook |
Idioma: | Inglés |
Publicado: |
San Francisco :
Jossey-Bass, A Wiley Imprint,
[2013]
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Edición: | First edition. |
Temas: | |
Acceso en línea: | Texto completo Texto completo |
MARC
LEADER | 00000cam a2200000 i 4500 | ||
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100 | 1 | |a Sullivan, Chatham, |d 1976- | |
245 | 1 | 4 | |a The clarity principle : |b how great leaders make the most important decision in business (and what happens when they don't) / |c Chatham Sullivan. |
250 | |a First edition. | ||
264 | 1 | |a San Francisco : |b Jossey-Bass, A Wiley Imprint, |c [2013] | |
300 | |a 1 online resource | ||
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504 | |a Includes bibliographical references and index. | ||
505 | 0 | |a Proxy wars -- The murky middle -- Neither fish nor fowl -- The shadow side of strategy -- Taking a stand -- The hunger for purpose. | |
588 | 0 | |a Print version record and CIP data provided by publisher. | |
520 | |a Turf wars, low morale, bad politics, and misguided strategies: these are issues that claim much of a leader's time. But this parade of dysfunctions and messy "people" problems actually points to an organization confused about its core business, torn between competing ideas about what it is and wants to be-an organization facing an identity crisis. Strategy and leadership expert Chatham Sullivan argues that when the purpose of a business becomes confused, it is the leaders' responsibility to restore clarity, especially in the face of tough strategic choices that have political, personal, and cultural consequences for the organization. Sullivan shows leaders how to take the decisive stand that clarifies their organization's core purpose. Featuring compelling stories of leaders who have succumbed to and successfully resolved their organizations' identity crises, The Clarity Principle bridges the gap between leadership and strategy and demonstrates the tremendous gains to be achieved by leaders willing to make tough choices. | ||
590 | |a O'Reilly |b O'Reilly Online Learning: Academic/Public Library Edition | ||
590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
650 | 0 | |a Leadership. | |
650 | 0 | |a Decision making. | |
650 | 6 | |a Leadership. | |
650 | 6 | |a Prise de décision. | |
650 | 7 | |a decision making. |2 aat | |
650 | 7 | |a BUSINESS & ECONOMICS |x Leadership. |2 bisacsh | |
650 | 7 | |a BUSINESS & ECONOMICS |x Industrial Management. |2 bisacsh | |
650 | 7 | |a BUSINESS & ECONOMICS |x Management. |2 bisacsh | |
650 | 7 | |a BUSINESS & ECONOMICS |x Management Science. |2 bisacsh | |
650 | 7 | |a BUSINESS & ECONOMICS |x Organizational Behavior. |2 bisacsh | |
650 | 7 | |a Decision making |2 fast | |
650 | 7 | |a Leadership |2 fast | |
758 | |i has work: |a The clarity principle (Text) |1 https://id.oclc.org/worldcat/entity/E39PCG4pMMYJM8XC8PbHh483PP |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
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