Leadership: Understanding the Dynamics of Power and Influence in OrganizationsUniversity of Notre Dame Press, 1997 - 577 páginas This text explores six facets of leadership: the myths and facts of what leaders do; power and influence; dysfunctional aspects of leadership; models of leadership; alternative views of leadership; and emerging issues. |
Dentro del libro
Resultados 1-3 de 82
Página 114
... lead , and do it well to retain leadership ; the follower must follow , and do it well to retain followership . • Where all seek to lead , or all seek to follow , there can be no leadership or followership . • Good leadership enhances ...
... lead , and do it well to retain leadership ; the follower must follow , and do it well to retain followership . • Where all seek to lead , or all seek to follow , there can be no leadership or followership . • Good leadership enhances ...
Página 328
... lead- ership is a widespread phenomenon . True , more of it occurs at the top than at the bottom of an organization ; but it has also been observed by many employees in their first - level supervisors . Transformational lead- ership can ...
... lead- ership is a widespread phenomenon . True , more of it occurs at the top than at the bottom of an organization ; but it has also been observed by many employees in their first - level supervisors . Transformational lead- ership can ...
Página 419
... lead somebody , the first critical step is to lead yourself . Step 2 - Modeling Self - Leadership Once we have Beyond the Myth of Heroic Leadership 419.
... lead somebody , the first critical step is to lead yourself . Step 2 - Modeling Self - Leadership Once we have Beyond the Myth of Heroic Leadership 419.
Contenido
Introduction and Overview | 1 |
What Leaders Really Do | 24 |
Folklore and Fact | 35 |
Derechos de autor | |
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Leadership: Understanding the Dynamics of Power and Influence in ... Robert P. Vecchio Vista previa limitada - 2007 |
Leadership: Understanding the Dynamics of Power and Influence in Organizations Robert P. Vecchio Vista de fragmentos - 1997 |
Términos y frases comunes
ability Academy of Management actions analysis attributes boss Chemers construct validity contingency model correlation creative decisions dimensions direction employees example executives expectations experience factors Fiedler followership goals groupthink human important individual influence attempts influence tactics intelligence interpersonal involvement jealousy and envy Journal of Applied leader behavior Lubart Machiavellian managerial Manz measures ment motivation narcissism narcissistic norms orga organization organization's Organizational Behavior organizational culture outcomes Overseas Chinese participative Path-Goal performance person political position potential predict president problem productivity programs Pygmalion effect relationship reported response Review rewards role satisfaction scale score self-leadership self-managing situation Situational Leadership Theory Social Psychology Sternberg strategies structure subordinates success suggests supervisors tacit knowledge target task Theory of Leadership tion tive transformational leadership types values variables vision workers York
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Strategy, Economic Organization, and the Knowledge Economy:The Coordination ... Nicolai J. Foss Sin vista previa disponible - 2006 |
Succession Planning for a Vital Workforce in the Information Age Myron Olstein Vista previa limitada - 2005 |