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120613s2003 enka ob 001 0 eng d |
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|a 018481783
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|z 1843040255
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|b .B56 2003
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|a 658.4092
|2 21
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|a UAMI
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100 |
1 |
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|a Bloch, Susan.
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245 |
1 |
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|a Complete leadership :
|b a practical guide for developing your leadership talents /
|c Susan Bloch & Philip Whiteley.
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|a Practical guide for developing your leadership talents
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260 |
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|a Harlow [England] :
|b Pearson Education,
|c Ã2003.
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300 |
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|a 1 online resource (xvii, 189 pages) :
|b illustrations.
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|a text
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|a Manager's momentum
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|a Print version record.
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504 |
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|a Includes bibliographical references and index.
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520 |
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|a A practical and personal coaching programme to help talented high-flyers develop leadership abilities that will make a measurable difference, to their personal performance, to their team's performance and to the performance of their business.
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|a Cover -- Complete leadership -- contents -- foreword -- introduction -- chapter one they talk about you -- how leadership affects the staff -- 'What am I doing here? (Maybe I'm not up to it . . .?)' -- 'I didn't realize how important it was to prepare for the top' -- 'Get real, Mum and Dad, this is the modern world' -- 'It's tough being a female executive in a man's world' -- chapter two your behaviour is worth money -- the links between what you do and how the business is -- Behaviour and leadership style: does it make a difference? -- Can I change? Will it change my personality?
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|a 'If only . . .' and 'I should . . .' -- We learn from what we do well, not from our mistakes -- Do I have to change my personality? -- chapter three take a picture of yourself -- learn about the type of leader you already are -- The six leadership styles -- How to draw up your leadership style chart -- Emotional intelligence -- chapter four: the picture comes back from the developers -- how the team sees you -- Self-awareness and delegation -- chapter five: a 3-D image of how we lead -- using greater self- awareness to develop leadership strengths -- The charts that the questionnaires produce
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|a Beliefs drive behaviour (and an example of how workaholic beliefs can distort our perceptions) -- When all else fails, ask your kids -- Feelings are contagious (you can make others feel really good or really bad about themselves) -- 3-D development -- chapter six: so, I'm not perfect -- what next? the development begins in earnest -- I need to change . . . Some notes on 'competing commitments' -- Get a coach? Some notes and warnings -- chapter seven: measuring your progress -- Feedback: some notes on how to engender continual, two-way feedback with your team
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|a Chapter eight: you are on stage but not acting -- an awareness of the public nature of the leader's role -- The team grows as well -- chapter nine: did I just get better? complete leadership in action -- How to manage your boss -- Complete leadership in negotiations -- chapter ten: you never stop improving -- Complete leadership: let yourself flourish -- Concluding notes -- notes -- index
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590 |
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|a O'Reilly
|b O'Reilly Online Learning: Academic/Public Library Edition
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650 |
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|a Leadership.
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650 |
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|a Management.
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|a Leadership.
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|a Gestion.
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|a Whiteley, Philip.
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|i Print version:
|a Bloch, Susan.
|t Complete leadership.
|d Harlow : Pearson Education, 2003
|z 1843040255
|w (OCoLC)51316094
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|a Manager's momentum.
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|u https://learning.oreilly.com/library/view/~/9781843040255/?ar
|z Texto completo (Requiere registro previo con correo institucional)
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