標題: Titlebook: Leadership; No More Heroes David Pendleton,Adrian F. Furnham,Jonathan Cowell Book 2021Latest edition The Editor(s) (if applicable) and The [打印本頁] 作者: Iridescent 時間: 2025-3-21 19:40
書目名稱Leadership影響因子(影響力)
書目名稱Leadership影響因子(影響力)學科排名
書目名稱Leadership網(wǎng)絡(luò)公開度
書目名稱Leadership網(wǎng)絡(luò)公開度學科排名
書目名稱Leadership被引頻次
書目名稱Leadership被引頻次學科排名
書目名稱Leadership年度引用
書目名稱Leadership年度引用學科排名
書目名稱Leadership讀者反饋
書目名稱Leadership讀者反饋學科排名
作者: 規(guī)范要多 時間: 2025-3-21 20:30
David Pendleton,Adrian F. Furnham,Jonathan Cowellersonality that expanded it to include not only previously repressed or unacknowledged aspects of the self, but also the release of archetypal images from the collective unconscious, the content of which Jung identified with the central images and motifs of the world’s mythological and religious tra作者: 腐敗 時間: 2025-3-22 00:48 作者: AUGER 時間: 2025-3-22 07:27
David Pendleton,Adrian F. Furnham,Jonathan Cowellersonality that expanded it to include not only previously repressed or unacknowledged aspects of the self, but also the release of archetypal images from the collective unconscious, the content of which Jung identified with the central images and motifs of the world’s mythological and religious tra作者: 虛情假意 時間: 2025-3-22 09:36 作者: Abduct 時間: 2025-3-22 14:28
David Pendleton,Adrian F. Furnham,Jonathan Cowelltion policy, design, and implementation. The objective of the chapter is twofold. First, to identify a dynamic set of essential capabilities for the public good university and thus provide a basis for assessing the factors that fostered or constrained these capabilities. Second, to present alternati作者: lethargy 時間: 2025-3-22 18:02
ad range of philosophy scholars, articulating and defending a view that is neither as pessimistic nor as optimistic about human life as previous views have been..978-3-319-34065-4978-3-319-34066-1Series ISSN 2211-4548 Series E-ISSN 2211-4556 作者: 墻壁 時間: 2025-3-22 21:58 作者: miniature 時間: 2025-3-23 02:50
Book 2021Latest edition the psychology of leadership and years of iteration and practical implementation in the field – working with thousands of leaders from all walks of life and learning from their successes and challenges...There is no one secret recipe for success as a leader...What this book provides is a framework 作者: neoplasm 時間: 2025-3-23 05:53 作者: watertight, 時間: 2025-3-23 09:42
David Pendleton,Adrian F. Furnham,Jonathan Cowellspiritual. Clear examples of this can be found in the work of the earlier of the adult developmental theorists, including Kohlberg, Erikson, and Jung. Kohlberg’s (Kohlberg & Ryncarz, 1990) speculations regarding a seventh stage of moral judgment had a clearly spiritual nature: individuals focus not 作者: infinite 時間: 2025-3-23 15:02 作者: Insubordinate 時間: 2025-3-23 20:16
David Pendleton,Adrian F. Furnham,Jonathan Cowellspiritual. Clear examples of this can be found in the work of the earlier of the adult developmental theorists, including Kohlberg, Erikson, and Jung. Kohlberg’s (Kohlberg & Ryncarz, 1990) speculations regarding a seventh stage of moral judgment had a clearly spiritual nature: individuals focus not 作者: fatuity 時間: 2025-3-24 02:04
David Pendleton,Adrian F. Furnham,Jonathan Cowellspiritual. Clear examples of this can be found in the work of the earlier of the adult developmental theorists, including Kohlberg, Erikson, and Jung. Kohlberg’s (Kohlberg & Ryncarz, 1990) speculations regarding a seventh stage of moral judgment had a clearly spiritual nature: individuals focus not 作者: 喚起 時間: 2025-3-24 03:31
David Pendleton,Adrian F. Furnham,Jonathan Cowelluniversity informed by human development and the capability approach. Enhancing human development implies a public good university that is dedicated to developing students’ skills for economic opportunities, social justice, committed to producing citizens who are not only focused on the well-being o作者: 議程 時間: 2025-3-24 07:01
David Pendleton,Adrian F. Furnham,Jonathan Cowelluniversity informed by human development and the capability approach. Enhancing human development implies a public good university that is dedicated to developing students’ skills for economic opportunities, social justice, committed to producing citizens who are not only focused on the well-being o作者: Eructation 時間: 2025-3-24 12:23 作者: 點燃 時間: 2025-3-24 15:52 作者: BIDE 時間: 2025-3-24 20:17
Five Enablers of Leading,The model describes the three domains of leadership—the strategic, the operational and the interpersonal. We also looked briefly at five enablers of leadership that lie at the centre of the model: the area we have called leading. These are each described by a single verb—inspire, focus, enable, rein作者: COKE 時間: 2025-3-25 01:27
The Improbability of Being a Complete Leader,ual leader will be extremely good at all aspects of leadership. Not only does common sense suggest the improbability of this, awareness of the facets that make up personality and the evidence from many thousands of interviews we have conducted with top executives support this view. The second part d作者: SEVER 時間: 2025-3-25 06:48
Building a Leadership Team,Leaders also have a disproportionate effect on the climate, or how it feels for those working there. The culture and climate affect the degree of employee engagement, and thereby both the amount of discretionary effort they put in, and their intention to stay. Climate and culture have an impact on t作者: 拋射物 時間: 2025-3-25 10:46
Do You have to be Smart to be a Leader?,he question of intelligence: do you have to be smart to be a leader, and, if so, in what way? In the following chapter, we examine the evidence on personality and ask what are the characteristics most associated with effective leadership? In Chap. ., we consider what happens when it all goes wrong: 作者: 跑過 時間: 2025-3-25 12:46 作者: 執(zhí) 時間: 2025-3-25 18:29
What Do Highly Rated Leaders Do?,he tasks in these ways, but rather that these tactics work particularly well according to the research conducted on the assessment database of several thousand executives. In addition, in the following sections, we offer our judgement of tactics which may be the most powerful differentiators between the best and the rest.作者: initiate 時間: 2025-3-25 22:12 作者: mydriatic 時間: 2025-3-26 02:46
The Impact of Personality on Leadership, of the variance in leadership effectiveness, and only when leaders are ‘directive’ (Judge et al. 2004). This is partly due to the fact that to get to a position of leadership you have to be (or at least, seem) pretty bright and therefore there is not as much variance in the abilities of people near the top as there is in the population at large.作者: 的染料 時間: 2025-3-26 04:38 作者: 自由職業(yè)者 時間: 2025-3-26 11:22 作者: Ceramic 時間: 2025-3-26 16:05
Five Enablers of Leading,eadership that lie at the centre of the model: the area we have called leading. These are each described by a single verb—inspire, focus, enable, reinforce and learn. This chapter explores in more detail how the enablers are translated into leadership behaviours.作者: Hdl348 時間: 2025-3-26 17:09
Building a Leadership Team,oyee engagement, and thereby both the amount of discretionary effort they put in, and their intention to stay. Climate and culture have an impact on the bottom line: on the results of the organisation in terms of productivity, creativity and profits, and on levels of employee retention.作者: nurture 時間: 2025-3-27 01:01 作者: 云狀 時間: 2025-3-27 01:08 作者: 苦笑 時間: 2025-3-27 06:00
http://image.papertrans.cn/l/image/582239.jpg作者: 閑蕩 時間: 2025-3-27 12:13
https://doi.org/10.1007/978-3-030-60437-0Leadership Psychology; Three Colours Model of Leadership; Strategic Leadership; Operational Leadership; 作者: Instrumental 時間: 2025-3-27 17:11
Do You have to be Smart to be a Leader?,he question of intelligence: do you have to be smart to be a leader, and, if so, in what way? In the following chapter, we examine the evidence on personality and ask what are the characteristics most associated with effective leadership? In Chap. ., we consider what happens when it all goes wrong: when leaders fail and derail.作者: Obsequious 時間: 2025-3-27 17:49 作者: hypnotic 時間: 2025-3-27 22:00
,Leadership’s Impact on the Performance of Organisations,In the previous chapter, we argued that leadership has a pervasive effect on organisations. Yet, this is far from universally accepted. There are still those who take the view that leadership is vastly over-emphasised when explaining the performance of organisations. In this chapter, we will consider these arguments.作者: 使入迷 時間: 2025-3-28 02:57
The Primary Colours of Leadership,In the previous chapter, the part played by culture and climate in the success of an organisation and the impact of the leader on these and other organisational features were explored and supported from research. This chapter switches from an emphasis on previous research and thinking and starts to outline more of our own ideas and propositions.作者: 圖畫文字 時間: 2025-3-28 06:51 作者: 填滿 時間: 2025-3-28 11:34
A Programme of Action,In the preceding chapters, we have set out four propositions. ., we have argued that leadership has to deal with the demands of three domains: strategic, operational and interpersonal. We have described these domains as overlapping and comprising . tasks as described by the Primary Colours Model.作者: 虛弱的神經(jīng) 時間: 2025-3-28 17:01
9樓作者: 不幸的人 時間: 2025-3-28 20:38
9樓作者: 無動于衷 時間: 2025-3-29 00:51
9樓作者: 鍍金 時間: 2025-3-29 06:15
10樓作者: Jubilation 時間: 2025-3-29 09:28
10樓作者: Notify 時間: 2025-3-29 14:07
10樓作者: 阻礙 時間: 2025-3-29 17:07
10樓
