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Titlebook: Behind the Executive Door; Unexpected Lessons f Karol M. Wasylyshyn Book 2012 Karol M. Wasylyshyn 2012 Emotional intelligence.Executive coa

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發(fā)表于 2025-3-21 19:45:36 | 只看該作者 |倒序瀏覽 |閱讀模式
期刊全稱Behind the Executive Door
期刊簡稱Unexpected Lessons f
影響因子2023Karol M. Wasylyshyn
視頻videohttp://file.papertrans.cn/183/182937/182937.mp4
發(fā)行地址Inside look at the behavior of top business executives from the files of a licensed psychologist who has “seen it all” through 25 years of research, consulting, and coaching.Offers fresh insights abou
圖書封面Titlebook: Behind the Executive Door; Unexpected Lessons f Karol M. Wasylyshyn Book 2012 Karol M. Wasylyshyn 2012 Emotional intelligence.Executive coa
影響因子Sigmund Freud meets Peter Drucker … Behind the Executive Door is a revealing look at the behavior of top business leaders—and how the next level of aspiring managers can learn to navigate the political and personal landscape.Based on over 25 years of psychotherapy andconsulting experiences, as well as extensive empirical research, Karol Wasylyshyn has identified a dynamic continuum of executive behaviors that are manifested in three specific types of business leaders – Remarkable, Perilous, and Toxic.She describes these types in accessible terms with the intertwined goals of helping readers (1) recognize these behaviors and leadership types and (2) leverage this information to increase their savvy and effectiveness in the workplace.In the wake of Sarbanes-Oxley and the increased scrutiny of business executives, we have learned that how they lead is often their undoing – or at least it is a pressing development need and/or potential derailment factor.In short, despite financial or strategic smarts, ineffective leadership behavior de-motivates talented employees, has adverse effects on productivity, and jeopardizes positive business results. Conversely, we can recognize the qualities
Pindex Book 2012
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發(fā)表于 2025-3-21 23:37:01 | 只看該作者
The , Business Leadereled. He inspired confidence inside the company as well as with Wall Street analysts and investors. As a leader, he pursued an aggressive strategic agenda evoking an odd combination of awe and fear from the people who reported to him.
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發(fā)表于 2025-3-22 04:15:12 | 只看該作者
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發(fā)表于 2025-3-22 05:50:20 | 只看該作者
The , Business Leaderducers held top status but, based on their monthly results, they easily fell in and out of favor with Blaine who would publicly chastise those who disappointed him. Despite the company’s success, there was a major dark side in this culture fueled by Blaine’s constant self-aggrandizement and inappropriate displays of power and dominance.
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發(fā)表于 2025-3-22 12:43:49 | 只看該作者
https://doi.org/10.1007/978-1-4614-0376-0Emotional intelligence; Executive coaching; Leadership; Management; Management psychology; Manager-employ
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發(fā)表于 2025-3-22 16:21:32 | 只看該作者
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發(fā)表于 2025-3-22 17:19:19 | 只看該作者
Exploring exotica: WIMPs and axions,What type of leader is your boss? Your clarity about this is key in the effort you make to manage him or her more effectively.
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發(fā)表于 2025-3-22 22:58:36 | 只看該作者
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