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|a 658.4056
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|a UAMI
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| 100 |
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|a Johnson, Tim.
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|a Crisis Leadership :
|b How to Lead in Times of Crisis, Emergency and Uncertainty.
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| 260 |
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|a London :
|b Bloomsbury Publishing PLC,
|c 2017.
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| 300 |
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|a 1 online resource (273 pages)
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| 336 |
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|a text
|b txt
|2 rdacontent
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|b c
|2 rdamedia
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|a online resource
|b cr
|2 rdacarrier
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|a Print version record.
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|a Title Page -- Copyright Page -- Dedication -- Contents -- Introduction -- How I have approached this book -- A brief note on the content -- Acknowledgements -- Part 1 -- 1 What is a crisis? And, what is effective crisis leadership? -- What is a crisis? -- What is crisis leadership? -- Conclusion -- 2 Giving ourselves a fighting chance of succeeding -- Three critical preparatory activities -- 1â#x80;#x82;Challenge your own bias towards optimism -- 2â#x80;#x82;Create a crisis-ready culture -- 3â#x80;#x82;Preparing the organization and leadership to respond rapidly
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|a Is the crisis management framework fit for purpose?Conclusion -- Part 2 -- 3 Commencing crisis leadership -- Incident-driven versus issues-driven crises -- Incident-driven crises and emotional intelligence -- Basic neuroscience -- Managing emotions to regain time and space -- 1â#x80;#x82;Resist the urge to do anything immediately -- 2â#x80;#x82;Use (predefined) structured questions for sense-making and diagnostics -- 3â#x80;#x82;Throw a communications defence around the organization -- 4â#x80;#x82;Move to mobilization -- 5â#x80;#x82;Ensure leadership clarity -- 6â#x80;#x82;Find space to think
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|a Checklists: Giving them a chanceUsing time and space when managing an issues-driven crisis -- Organizational emotional intelligence -- Creating a burning platform -- Conclusion -- Lessons from the cockpit: An interview with Captain Steve Hawkins -- 4 The challenges of making decisions and setting (early) strategy -- PART ONE -- The effective use of time and space -- 1â#x80;#x82;Confidence: Itâ#x80;#x99;s different but the same -- 2â#x80;#x82;Behaviours: Being yourself but with more skill -- PART TWO: A DECISION-MAKING MODEL FOR CRISIS LEADERS -- Decision-making and strategy setting
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|a SenseMission -- Expectation -- Limitation -- Conclusion -- Lessons from the Old Lady of Threadneedle Street: An interview with Lord Mervyn King -- 5 Crisis team leadership -- Letâ#x80;#x99;s lay down some theoretical foundations for what we mean -- The building blocks of effective teams -- The leadership task -- Preferential leadership style: Directive collaboration -- Narrowing in on the first and second CMT meetings. Why? -- Running the room -- Followership: A team of teams -- Conclusion: Controlled urgency underpinned by a sense of directive collaboration
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|a Lessons from the battlefield: An interview with General Stanley McChrystal 6 Crisis leadership in public -- Addressing crisis leadership in public in three parts -- Part one: The journey to the TV studio -- Part two: The advice a spokesperson should consider before agreeing to take the role of spokesperson -- Part three: How crisis leaders should prepare for TV interviews -- In conclusion -- 7 Crisis leadership in private -- The maturing of leadership theory -- Managing crisis leadership in private: Seven tips from experience -- Conclusion
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| 500 |
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|a ""8 When crisis leadership ends""
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| 590 |
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|a ProQuest Ebook Central
|b Ebook Central Academic Complete
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| 650 |
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|a Crisis management.
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| 650 |
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6 |
|a Gestion de crise.
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| 650 |
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7 |
|a Crisis management
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| 758 |
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|i has work:
|a Crisis leadership (Text)
|1 https://id.oclc.org/worldcat/entity/E39PCGWmvTtwF7r46pkWGtPD9C
|4 https://id.oclc.org/worldcat/ontology/hasWork
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0 |
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|i Print version:
|a Johnson, Tim.
|t Crisis Leadership : How to Lead in Times of Crisis, Emergency and Uncertainty.
|d London : Bloomsbury Publishing PLC, ©2017
|z 9781472942821
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| 856 |
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|u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=5114152
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