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Titlebook: Hedgehogs and Foxes; Character, Leadershi Abraham Zaleznik Book 2008 Abraham Zaleznik 2008 business.Manager.organization.strategy

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發(fā)表于 2025-3-21 17:42:50 | 只看該作者 |倒序?yàn)g覽 |閱讀模式
書(shū)目名稱Hedgehogs and Foxes
副標(biāo)題Character, Leadershi
編輯Abraham Zaleznik
視頻videohttp://file.papertrans.cn/426/425156/425156.mp4
圖書(shū)封面Titlebook: Hedgehogs and Foxes; Character, Leadershi Abraham Zaleznik Book 2008 Abraham Zaleznik 2008 business.Manager.organization.strategy
描述In this compelling look at charismatic leaders and their leadership styles, Abraham Zaleznik asserts that leaders are either ‘hedgehogs,‘ who view leadership as a single-minded track driven by unwavering rules, or ‘foxes,‘ who assess and re-evaluate their goals and strategies based on ever-changing factors in business, politics, and culture.
出版日期Book 2008
關(guān)鍵詞business; Manager; organization; strategy
版次1
doihttps://doi.org/10.1057/9780230614154
isbn_softcover978-1-349-37348-2
isbn_ebook978-0-230-61415-4
copyrightAbraham Zaleznik 2008
The information of publication is updating

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Abraham Zaleznikapter and, within this context, examples are provided of different archaeological parks and certain issues regarding tourism, conservation, and the social diffusion of archaeological heritage are discussed.
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Abraham Zaleznikber of different theory-elements as its specializations but when it is not a specialization of another theory-element itself. This immediately leads us to notice the ambiguity of the term “theory”: Sometimes it means a single (possibly basic) theory-element; sometimes it means a whole net of inter-r
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To Be Single Minded: Admiral Hyman G. Rickover and the Nuclear Navy and retiring in 1982 as a full admiral. His 64-year span of active service, including the four years he spent as a midshipman, was a record defying all the rules of mandatory retirement. His retirement in 1982 was forced upon him when President Reagan, acting on behalf of John Lehman, secretary of
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The Uses of Aggression in Overcoming Bureaucracyming bureaucratic tendencies that elevate form over substance and procedure over purpose. Their aims in their respective organizations were directly related to talents honed over many years, talents that were the source of their distinctive competencies and that gave rise to narcissism.
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