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The courageous leader : how to face any challenge and lead your team to success /
"The Courageous Leader is about being Courageous in the face of tough times. Courage is defined as & ldquo;what moves us to action in the face of tough times. & rdquo; Tough times are defined as & ldquo;situations and people that cause us some level of discomfort or pain. & rdqu...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken :
Wiley,
2017.
|
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 100 | 1 | |a Sebaly, Angela, |e author. | |
| 245 | 1 | 4 | |a The courageous leader : |b how to face any challenge and lead your team to success / |c Angela Sebaly. |
| 264 | 1 | |a Hoboken : |b Wiley, |c 2017. | |
| 300 | |a 1 online resource | ||
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| 520 | |a "The Courageous Leader is about being Courageous in the face of tough times. Courage is defined as & ldquo;what moves us to action in the face of tough times. & rdquo; Tough times are defined as & ldquo;situations and people that cause us some level of discomfort or pain. & rdquo; So the question for every leader who wants to personify the Spine of a Leader is: & ldquo;Are you willing to move to action in the face of discomfort or pain? & rdquo; It & rsquo;s not that courageous leaders derive pleasure from pain, but rather, that they are willing to accept pain as part of the process. Traditionally, courage has been viewed as something reserved for the elite and well trained. Leaders falsely believe they are required to be the & ldquo;Navy Seals & rdquo; of the workplace to be considered courageous but in reality, courage is accessible to everyone. Courage is required not just with the grandiose problems but in the simple every day challenges that we all have the capacity to tap into. The Courageous Leader provides a different lens for how to see and leverage courage in day to day application by using stories of every day leaders"-- |c Provided by publisher | ||
| 520 | |a "The Courageous Leader is about being Courageous in the face of tough times"-- |c Provided by publisher | ||
| 504 | |a Includes bibliographical references and index. | ||
| 588 | 0 | |a Print version record and CIP data provided by publisher. | |
| 505 | 0 | 0 | |g Machine generated contents note: |t Courage Is the Way -- |t Three Components of Courage: Diversity, Pain, and Choice -- |t Intention of the Author and This Book -- |g 1. |t Business Case far Courage -- |t Fear of Discomfort and Pain Pain Thresholds -- |t Common Reactions to Tough Times -- |t Uncommon Choices -- |t Big Temptation -- |t Honoring the Courageous Leader in You -- |t Assessing the Risks -- |g 2. |t Courage to Get Unstuck -- |t When Life Kicks You out of the Workplace -- |t Stuck in a Paradigm -- |t Pain During the Transition -- |t Making Sense of Our Pain -- |g 3. |t Courage to Take a Stand -- |t So, What Exactly Are Values? -- |t Actual and Aspirational Values -- |t Why Values Matter in Leadership -- |t Clarity on Values -- |t Activating Our Values -- |g 4. |t Courage to Be Humble -- |t Arrogance in the Workplace -- |t Intentions, Behaviors, and Arrogance -- |t Arrogance Is the Birthplace of the Humbling Experience -- |t Why Humility Matters -- |t Minimize Self and Maximize Our Bigger Purpose -- |g 5. |t Courage to Be Confident -- |t Those People Complex -- |t Confidence Comes from Self Trust -- |t Your Vote Counts, and You Get to Vote for You! -- |t Confidence in the Workplace -- |t Strategies and Tools for Building Confidence -- |g 6. |t Courage to Delegate -- |t Delegation Takes Too Much Time -- |t I Feel Guilty Giving My Team More Work -- |t I Love Doing It All -- or at Least Being the Superstar -- |t I Am Afraid My People Won't Do It as Well as I Would -- |t My Customer Wants Only Me -- |t I Don't Have People to Delegate to -- |g 7. |t Courage to Give and Receive Feedback -- |t Big Temptation and Courageous Feedback -- |t Feedback Trifecta -- Giving Feedback -- |t Feedback Trifecta -- Receiving Feedback -- |g 8. |t Courage to Be in the Middle (and Not Be in the Middle) -- |t Much That Seems Personal Is Not Personal at All -- |t Be a Bottom When You Should -- |t Middle Between Two Ends -- |t Middle Space and Courage -- |g 9. |t Grow, Recover, Repeat -- |t Recovery in the Workplace -- |t Indications We Need Recovery -- |g 10. |t Big Dreams, Big Moves -- |t Big Dreams -- |t Big Moves -- |t Expect Success -- |t Plan for the Worst -- |t Build Your Board of Directors -- |t Recalibrating -- |t Making Your Big Move. |
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| 650 | 0 | |a Success in business. | |
| 650 | 6 | |a Leadership. | |
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| 776 | 0 | 8 | |i Print version: |a Sebaly, Angela. |t Courageous leader. |d Hoboken : Wiley, 2017 |z 9781119331612 |w (DLC) 2016054685 |
| 856 | 4 | 0 | |u https://learning.oreilly.com/library/view/~/9781119331612/?ar |z Texto completo (Requiere registro previo con correo institucional) |
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