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  • 2020-2024  (16)
  • [Cambridge, Massachusetts] : MIT Sloan Management Review  (13)
  • Boston, MA : Safari
  • New York : McGraw-Hill
  • Leadership  (16)
Datasource
Material
Language
Years
Year
  • 1
    Language: English
    Pages: 1 online resource (6 pages)
    Edition: [First edition].
    DDC: 658.4/09
    Keywords: Chief executive officers ; Feedback (Psychology) ; Leadership ; Chefs de direction ; Rétroaction (Psychologie) ; Leadership
    Abstract: Many CEOs dutifully check the boxes when it comes to their own annual feedback process — and that’s it. These CEOs don’t see value in it, so follow-up is spotty and organizations don’t gain much from it. But there is a better way. Based on the author’s real-world experiments with CEOs and senior leaders, this article shares three suggestions for dramatically increasing the impact of the annual CEO feedback process.
    Note: Reprint #65320
    Library Location Call Number Volume/Issue/Year Availability
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  • 2
    Language: English
    Pages: 1 online resource (8 pages)
    Edition: [First edition].
    DDC: 658.4/056
    Keywords: Crisis management ; Leadership ; Gestion de crise ; Leadership
    Abstract: What will inspire your team to gain agility during a grave crisis? A multiyear study of two prominent orchestras during the pandemic revealed three critical leadership practices to help teams transform. One key: Leaders need to think more like jazz musicians. Executives in any industry can apply these practices during their organization’s next disruption.
    Note: Reprint #65311
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  • 3
    Online Resource
    Online Resource
    [Cambridge, Massachusetts] : MIT Sloan Management Review | Sebastopol, CA : O'Reilly Media Inc.
    Language: English
    Pages: 1 Online-Ressource (8 pages) , illustrations
    Edition: [First edition]
    DDC: 302.3/5
    Keywords: Corporate culture ; Leadership ; Leadership
    Abstract: Culture happens in big and small ways in organizations. Leaders at any level can be culture builders by finding ways to link their company’s “big-C” culture — its official set of values — with the “small-c” culture that plays out in daily patterns of interaction. In a study of one Fortune 100 company, managers who were attentive to both the culture of the entire organization and the more narrow culture within their span of influence saw better retention numbers and team performance.
    Note: Reprint #65322 , Includes bibliographical references
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  • 4
    Online Resource
    Online Resource
    [Cambridge, Massachusetts] : MIT Sloan Management Review
    Language: English
    Pages: 1 online resource (8 pages) , illustrations
    Edition: [First edition].
    DDC: 302.3/5
    Keywords: Corporate culture ; Leadership ; Leadership
    Abstract: Culture happens in big and small ways in organizations. Leaders at any level can be culture builders by finding ways to link their company’s “big-C” culture — its official set of values — with the “small-c” culture that plays out in daily patterns of interaction. In a study of one Fortune 100 company, managers who were attentive to both the culture of the entire organization and the more narrow culture within their span of influence saw better retention numbers and team performance.
    Note: Reprint #65322. - Includes bibliographical references
    Library Location Call Number Volume/Issue/Year Availability
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  • 5
    Language: English
    Pages: 1 online resource (6 pages)
    Edition: [First edition].
    DDC: 158/.4
    Keywords: Leadership ; Emotions ; Leadership
    Abstract: Emotional regulation is critical to a leader’s effectiveness. When left unchecked, emotions can skew judgment, spark conflict, or lead to impulsive choices; when they’re harnessed correctly, however, they can inspire and motivate teams and enable them to thrive. New research has identified six best practices to help leaders regulate their own and their team members’ emotions.
    Note: Reprint #65242
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  • 6
    Online Resource
    Online Resource
    [Cambridge, Massachusetts] : MIT Sloan Management Review
    Language: English
    Pages: 1 online resource (6 pages)
    Edition: [First edition].
    DDC: 658
    Keywords: Industrial management ; Leadership
    Abstract: Effective leaders use pushback as an opportunity to boost learning while moving their organizations forward. The authors describe three primary mistakes leaders make when responding to ambivalence, disagreement, or resistance and offer five guidelines to help them better respond.
    Note: "Reprint #65214.". - Includes bibliographical references
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  • 7
    Language: English
    Pages: 1 online resource (9 pages) , illustrations
    Edition: [First edition].
    DDC: 658.3
    Keywords: Personnel management ; Leadership ; Organizational change
    Abstract: Fostering psychological safety isn’t enough to succeed at innovation if managers don’t pay particular attention to creating conditions for healthy debate. If leaders can balance psychological safety with open, honest debate, they gain the benefits of both. The authors describe the factors most important to establishing this balance and outline what leaders can do to create a high-performance learning and innovation culture.
    Note: Reprint 64303. - Includes bibliographical references
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  • 8
    Language: English
    Pages: 1 online resource (6 pages)
    Edition: [First edition].
    DDC: 658
    Keywords: Industrial management ; Leadership
    Abstract: The authors contend that addressing the question “How much do my employees trust me?” is the real key to employee engagement. They discuss a free tool developed at Deloitte — HX TrustID — that companies can use to gauge employee trust and devise strategies for improving it. They then describe how two organizations — one large, and one small — have used the tool to address leaders’ performance in four areas that contribute to employee trust: humanity, transparency, capability, and reliability.
    Note: Reprint 64320
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  • 9
    Language: English
    Pages: 1 online resource (5 pages)
    Edition: [First edition].
    DDC: 658
    Keywords: Industrial management ; Leadership
    Abstract: Research shows that the prevailing assumption that workplace deviance stems from a few bad apples is mistaken. Leaders have as strong, if not a stronger, effect on whether employees engage in deviant behaviors than is usually acknowledged. Thus, when employees act badly, savvy leaders take a step back and consider whether and how they may be complicit in that behavior.
    Note: Reprint 64302
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  • 10
    Online Resource
    Online Resource
    [Cambridge, Massachusetts] : MIT Sloan Management Review
    Language: English
    Pages: 1 online resource (11 pages)
    Edition: [First edition].
    DDC: 658.4/092
    Keywords: Leadership ; Executives Training of ; Electronic books
    Abstract: Organizations and top teams downplay or ignore how hard it is to be a good manager — to skillfully hire, engage, develop, coach, supervise, evaluate, and promote people. Most managers aren’t held accountable for building and exercising these critical skills. Instead, they’ve internalized the strong message that qualities like strategic vision and executive presence matter much more, leaving them and their organizations poorly equipped to deal with reality. Here are the skills that can turn the tide.
    Note: "Reprint 64104.". - Includes bibliographical references
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  • 11
    Language: English
    Pages: 1 online resource (7 pages) , illustrations
    Edition: [First edition].
    DDC: 352.3/6
    Keywords: Management by objectives ; Success in business ; Organizational effectiveness ; Leadership ; Leadership ; Management by objectives ; Organizational effectiveness ; Success in business ; Electronic books
    Abstract: To benefit from corporate purpose, leaders need a deliberate, sustained approach to implementing it. The Purpose Strength Framework provides a set of three processes for doing so: purpose knowledge (ensuring that employees understand the purpose and its connection to business strategy), purpose internalization (connecting the purpose with employees' values), and purpose contribution (measuring how the company has fulfilled its purpose and identifying how it can continue to do so).
    Note: Reprint #63427, Summer 2022 issue, vol. 63, no. 4. - Includes bibliographical references
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  • 12
    Language: English
    Pages: 1 online resource (8 pages) , illustrations
    Edition: [First edition].
    DDC: 658.3/14
    Keywords: Employee motivation ; Leadership ; Meaning (Psychology) ; Employee motivation ; Leadership ; Meaning (Psychology) ; Electronic books
    Abstract: The more employers try to tell employees where to find the meaning in their work, the less likely people are to find it. An authentic sense of purpose is discovered, not imposed, so meaning-making should be a grassroots process. But first, managers and employees must learn how to talk with one another about it. Research shows that four barriers make such conversations difficult. Here’s how to overcome them in your organization.
    Note: Reprint #63407, Summer 2022 issue, vol. 63, no. 4. - Includes bibliographical references
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  • 13
    Language: English
    Pages: 1 online resource (5 pages)
    Edition: [First edition].
    DDC: 658.4/06
    Keywords: Executive succession ; Leadership ; Chief executive officers ; Chief executive officers ; Executive succession ; Leadership ; Electronic books
    Abstract: Having a plan for managing the last 100 days before a CEO's departure is crucial in order to avoid organizational disruption. The authors share best practices for effectively managing CEO transitions, informed by the experiences of three senior leaders who recently left their organizations.
    Note: "Reprint 64113."
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  • 14
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : Ascent Audio | Boston, MA : Safari
    ISBN: 9781469079141
    Language: English
    Pages: 1 online resource (17588 pages)
    Edition: 1st edition
    DDC: 303.3/4
    Keywords: Leadership ; Organizational effectiveness ; Business ; Leadership ; Audiobooks ; Efficacité organisationnelle ; Affaires ; Organizational effectiveness ; Leadership ; Business ; Leadership ; Downloadable audio books ; Audiobooks ; Audiobooks ; Livres audio
    Abstract: Create loyal, engaged, and results-focused teams and organizations using a practical five-part servant leadership formula. Think of a world where people go to work completely engaged, are inspired to do more than they ever thought possible, remain 100% loyal to the teams and organizations they belong to, are achieving mind-blowing results, and gladly and even passionately follow their leader's direction. Is that a world you want to be a part of? The reality is, you really can! In his work with hundreds of leaders and teams, Michael Rogers has created a practical approach to leadership that works. It is the Care to Lead Leader. Care to Lead Leaders are different than most leaders. Most leaders talk of caring with their lips but are far from actually leading with their hearts. Care to Lead Leaders lead from their heart. They understand that leading from the heart wins the hearts of those they lead, which makes leading more purposeful and a lot easier. After listening to this book, you'll have the tools to apply practical servant leadership approaches that create buy-in into bigger visions, improve loyalty and engagement, and move your teams and organizations to unprecedented levels of action.
    Note: Online resource; Title from title page (viewed April 14, 2020) , Mode of access: World Wide Web.
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  • 15
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : Ascent Audio | Boston, MA : Safari
    ISBN: 9781469078380
    Language: English
    Pages: 1 online resource (18909 pages)
    Edition: 1st edition
    DDC: 658.4/092
    Keywords: Leadership ; Management Technological innovations ; Vigilance (Psychology) ; Business ; Audiobooks ; Leadership ; Gestion ; Innovations ; Vigilance (Psychologie) ; Vigilance (Psychology) ; Management ; Technological innovations ; Leadership ; Business ; Affaires ; Audiobooks ; Audiobooks ; Livres audio
    Abstract: When turbulence is the new normal, an organization's survival depends on vigilant leadership that can anticipate threats, spot opportunities, and act quickly when the time is right. In See Sooner, Act Faster, strategy experts George Day and Paul Schoemaker offer tools for thriving when digital advances intensify turbulence. Vigilant firms have greater foresight than their rivals, while vulnerable firms often miss early signals of external threats and organizational challenges. Charles Schwab, for example, was early to see and act on the promise of "robo-advisors"; Honeywell, on the other hand, stumbled when Nest Labs came out first with a "smart" thermostat. Day and Schoemaker show leaders how to assess their vigilance capabilities and cultivate insight and foresight throughout their organizations. They draw on a range of cases, including Adobe and Intuit's move to the cloud, Shell's investment in clean energy, and MasterCard's early recognition of digital challenges. Day and Schoemaker describe how to allocate the scarce resource of attention, how to detect weak signals and separate them from background noise, and how to respond strategically before competitors do. The challenge is not just to act faster but to act wisely, and the authors suggest ways to create dynamic portfolios of options.
    Note: Online resource; Title from title page (viewed January 28, 2020) , Mode of access: World Wide Web.
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  • 16
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : Ascent Audio | Boston, MA : Safari
    ISBN: 9781469078960
    Language: English
    Pages: 1 online resource (36075 pages)
    Edition: 1st edition
    DDC: 658.4/092
    Keywords: Strategic planning ; Organizational behavior ; Leadership ; Business ; Leadership ; Audiobooks ; Comportement organisationnel ; Leadership ; Affaires ; BUSINESS & ECONOMICS / Leadership ; Strategic planning ; Organizational behavior ; Leadership ; Business ; Downloadable audio books ; Planification stratégique ; Audiobooks ; Livres audio
    Abstract: Move past the obstacles and implement your new strategy Move is your guide to mobilizing your whole organization to take your business forward. Whatever your needed transformation may be: a new initiative, a new market, a new product, your fresh strategy is up against a powerful foe: an organization's tendency to stay very busy and completely engaged what it's already doing. This book shows you how to cut through resistance and get your team engaged and proactively doing the new thing! Author Patty Azzarello draws on over twenty-five years of international business management experience to identify the chronic challenges that keep organizations from decisively executing strategy, and to give you a practical game plan for breaking through. Leaders tend to assume that stalls in execution are inevitable, unchanging parts of the workplace-but things can change. At the heart of every execution problem is the fact that there simply are not enough people doing what the business needs. This guide shows you how to get your entire organization on board-remove the fear, excuses, and hurdles-and uphold the new pursuit against distractions and dissent. No transformation can succeed without suitable engagement from the whole organization, but building engagement can be difficult, uncomfortable, and tentative. This book shows you how to get it done.
    Note: Online resource; Title from title page (viewed April 21, 2020) , Mode of access: World Wide Web.
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