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A Culture of Purpose : How to Choose the Right People and Make the Right People Choose You.
How innovative leaders create meaningful cultures that attract and retain top talent Building a culture of purpose is one of the greatest challenges facing modern leaders, as today's best minds are looking for meaning, not just jobs. More than any other single factor, cultures of purpose power...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken :
Wiley,
2014.
|
| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 049 | |a UAMI | ||
| 100 | 1 | |a Lueneburger, Christoph. | |
| 245 | 1 | 2 | |a A Culture of Purpose : |b How to Choose the Right People and Make the Right People Choose You. |
| 260 | |a Hoboken : |b Wiley, |c 2014. | ||
| 300 | |a 1 online resource (274 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Cover; Introduction; Title Page; Copyright; Contents; Foreword by Daniel Goleman; Part 1 Placing Leaders with a Purpose at the Core; Chapter 1 The Boost of Change Leadership; Change Leadership; How Frank Rejuvenated Owens Corning; Going for the Handprint Instead of the Footprint; Next; Discovering the Leader: Markers for the Competency of Change Leadership; Chapter 2 The Power of Influencing; Influencing; How Pascal Embedded His Vision at Lend Lease; Discovering the Leader: Markers for the Competency of Influencing; Chapter 3 The Impact of Results Delivery; Results Delivery. | |
| 505 | 8 | |a How Andy Delivered for WalmartDiscovering the Leader: Markers for the Competency of Results Delivery; Chapter 4 The Payoff of Commercial Drive; Commercial Drive; How Curtis Made His Passion Pay Off for Bloomberg; Discovering the Leader: Markers for the Competency of Commercial Drive; Chapter 5 The Scale of Strategic Orientation; Strategic Orientation; How Jochen Led PUMA from Last to Lasting; Discovering the Leader: Markers for the Competency of Strategic Orientation; Part 2 Hiring Talent with a Purpose at the Frontier; Chapter 6 Spreading Faster with Engagement; Engagement. | |
| 505 | 8 | |a The Draw of John's EngagementUnderstanding the Person: Markers for the Trait of Engagement; Chapter 7 Reaching Farther with Determination; Determination; The Muscle of Peter's Determination; Understanding the Person: Markers for the Trait of Determination; Chapter 8 Going Deeper with Insight; Insight; The Edge of Mark's Insight; Understanding the Person: Markers for the Trait of Insight; Chapter 9 Staying Hungry with Curiosity; Curiosity; The Primacy of Curiosity; Incorporating Curiosity; All Together Now; Understanding the Person: Markers for the Trait of Curiosity. | |
| 505 | 8 | |a Part 3 Building a Culture of PurposeChapter 10 Energy; High-Energy Cultures; Bob Sparks Shared Energy; Understanding the Culture: Markers for the Attribute of Energy; Chapter 11 Resilience; Resilient Cultures; Kees Takes a Stand for Shared Resilience; Understanding the Culture: Markers for the Attribute of Resilience; Chapter 12 Openness; Open Cultures; Alberto Exposes Shared Openness; Understanding the Culture: Markers for the Attribute of Openness; Part 4 Taking Action; Chapter 13 The Sequence of Building a Culture of Purpose; The Starting Point; Phase One: The Early Stage. | |
| 505 | 8 | |a Phase Two: The Intermediate PhasePhase Three: The Advanced Phase; Epilogue; Notes; Acknowledgments; About the Author; Index. | |
| 520 | |a How innovative leaders create meaningful cultures that attract and retain top talent Building a culture of purpose is one of the greatest challenges facing modern leaders, as today's best minds are looking for meaning, not just jobs. More than any other single factor, cultures of purpose power winning organizations, attracting the smartest, most creative, most passionate talent. For leaders building cultures of purpose, the commercial pursuit of sustainability provides the most reliable blueprint. While sustainability has been commonly misconstrued as a description of a set of p. | ||
| 590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
| 650 | 0 | |a Leadership. | |
| 650 | 0 | |a Organizational behavior. | |
| 650 | 0 | |a Corporate culture. | |
| 650 | 6 | |a Leadership. | |
| 650 | 6 | |a Comportement organisationnel. | |
| 650 | 6 | |a Culture organisationnelle. | |
| 650 | 7 | |a Corporate culture |2 fast | |
| 650 | 7 | |a Leadership |2 fast | |
| 650 | 7 | |a Organizational behavior |2 fast | |
| 758 | |i has work: |a A culture of purpose (Text) |1 https://id.oclc.org/worldcat/entity/E39PCGfYYCc3dkKHxRqt8hCKbb |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version: |a Lueneburger, Christoph. |t A Culture of Purpose : How to Choose the Right People and Make the Right People Choose You. |d Hoboken : Wiley, ©2014 |z 9781118814567 |
| 856 | 4 | 0 | |u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=1656385 |z Texto completo |
| 938 | |a EBL - Ebook Library |b EBLB |n EBL1656385 | ||
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