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Good leaders ask great questions / Maxwell, John C.
Titre : Good leaders ask great questions : your foundation for successful leadership Type de document : texte imprimé Auteurs : Maxwell, John C. (1947-), Auteur Mention d'édition : First edition Editeur : New York : Center Street Année de publication : c2014 Importance : vii, 304 p. Format : 24 cm ISBN/ISSN/EAN : 978-1-4555-4807-1 Note générale : Includes bibliographical references and index. Langues : Anglais (eng) Catégories : Leadership. Index. décimale : HD 57.7 Résumé : "In GOOD LEADERS ASK GREAT QUESTIONS, John C. Maxwell delves into the process of becoming a successful leader by examining how questions can be used to advantage. What are the questions leaders should ask themselves? What questions should they ask members of their team? He then responds to the toughest problems leaders have presented to him. Using social media, Maxwell offered the floor to followers with unanswered questions about what it takes to achieve their professional best, and selected seventy questions on the most popular topics, including: -- How can I discover my unique purpose as a leader? -- What is the most effective daily habit that any leader should develop? -- How do you motivate an unmotivated person? -- How would you work with a difficult leader who has no vision? This book is a thorough, insightful response to those readers and anyone who feels they have plateaued on their journey to develop their ultimate potential. Every leader has room to grow, and the advice in these pages will help readers assess their current position, and structure an effective plan to achieve their goals." Note de contenu : Part I: Questions I ask. 1. Why are questions so important? --
2. What questions do I ask myself as a leader? --
3. What questions do I ask my team members? --
Part II: Questions leaders ask me. 4. What must I do to lead myself successfully? --
5. How does leadership work? --
6. How do I get started in leadership? --
7. How do I resolve conflict and lead challenging people? --
8. How can I succeed working under poor leadership? --
9. How can I successfully navigate leadership transitions? --
10. How can I develop leaders?Good leaders ask great questions : your foundation for successful leadership [texte imprimé] / Maxwell, John C. (1947-), Auteur . - First edition . - New York : Center Street, c2014 . - vii, 304 p. ; 24 cm.
ISBN : 978-1-4555-4807-1
Includes bibliographical references and index.
Langues : Anglais (eng)
Catégories : Leadership. Index. décimale : HD 57.7 Résumé : "In GOOD LEADERS ASK GREAT QUESTIONS, John C. Maxwell delves into the process of becoming a successful leader by examining how questions can be used to advantage. What are the questions leaders should ask themselves? What questions should they ask members of their team? He then responds to the toughest problems leaders have presented to him. Using social media, Maxwell offered the floor to followers with unanswered questions about what it takes to achieve their professional best, and selected seventy questions on the most popular topics, including: -- How can I discover my unique purpose as a leader? -- What is the most effective daily habit that any leader should develop? -- How do you motivate an unmotivated person? -- How would you work with a difficult leader who has no vision? This book is a thorough, insightful response to those readers and anyone who feels they have plateaued on their journey to develop their ultimate potential. Every leader has room to grow, and the advice in these pages will help readers assess their current position, and structure an effective plan to achieve their goals." Note de contenu : Part I: Questions I ask. 1. Why are questions so important? --
2. What questions do I ask myself as a leader? --
3. What questions do I ask my team members? --
Part II: Questions leaders ask me. 4. What must I do to lead myself successfully? --
5. How does leadership work? --
6. How do I get started in leadership? --
7. How do I resolve conflict and lead challenging people? --
8. How can I succeed working under poor leadership? --
9. How can I successfully navigate leadership transitions? --
10. How can I develop leaders?Réservation
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Harvard business review on leading through change / Harvard Business School.
Titre : Harvard business review on leading through change Type de document : texte imprimé Auteurs : Harvard Business School., Auteur Editeur : Boston : Harvard Business School Press Année de publication : c2006 Importance : VII, 178 p. Présentation : illustrations Format : 21 cm ISBN/ISSN/EAN : 978-1-4221-0280-0 Note générale : Includes index. Langues : Anglais (eng) Langues originales : Anglais (eng) Catégories : Leadership.
Organizational changeIndex. décimale : HD 58.8 Résumé :
From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, 'The Harvard Business Review Paperback Series' delivers the fundamental information today's professionals need to stay competitive in a fast-moving world.Note de contenu : Leading change : why transformation efforts fail / John P. Kotter --
Tipping point leadership / W. Chan Kim and Renée Mauborgne --
Why do employees resist change? / Paul Strebel --
Conquering a culture of indecision / Ram Charan --
Change through persuasion / David A. Garvin and Michael A. Roberto --
Moments of greatness : entering the fundamental state of leadership / Robert E. Quinn --
Change without pain / Eric Abrahamson --
The hard side of change management / Harold L. Sirkin, Perry Keenan, and Alan Jackson.Harvard business review on leading through change [texte imprimé] / Harvard Business School., Auteur . - Boston : Harvard Business School Press, c2006 . - VII, 178 p. : illustrations ; 21 cm.
ISBN : 978-1-4221-0280-0
Includes index.
Langues : Anglais (eng) Langues originales : Anglais (eng)
Catégories : Leadership.
Organizational changeIndex. décimale : HD 58.8 Résumé :
From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, 'The Harvard Business Review Paperback Series' delivers the fundamental information today's professionals need to stay competitive in a fast-moving world.Note de contenu : Leading change : why transformation efforts fail / John P. Kotter --
Tipping point leadership / W. Chan Kim and Renée Mauborgne --
Why do employees resist change? / Paul Strebel --
Conquering a culture of indecision / Ram Charan --
Change through persuasion / David A. Garvin and Michael A. Roberto --
Moments of greatness : entering the fundamental state of leadership / Robert E. Quinn --
Change without pain / Eric Abrahamson --
The hard side of change management / Harold L. Sirkin, Perry Keenan, and Alan Jackson.Réservation
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Harvard business review on the tests of a leader
Titre : Harvard business review on the tests of a leader Type de document : texte imprimé Editeur : Boston, Mass. : Harvard Business School Press Année de publication : c2007 Collection : Harvard business review paperback series. Importance : VII, 195 p. Présentation : illustrations Format : 21 cm ISBN/ISSN/EAN : 978-1-4221-1494-0 Note générale : Includes index. Langues : Anglais (eng) Langues originales : Anglais (eng) Catégories : Executive ability
Leadership.
Management.Index. décimale : HD 57.7 Résumé : Aims to help leaders rise to the tests they face on a daily basis. Note de contenu : Becoming the Boss / Linda A. Hill 1 --
Courage as a Skill / Kathleen K. Reardon 23 --
What to Ask the Person in the Mirror / Robert S. Kaplan 39 --
The CEO's Second Act / David A. Nadler 65 --
Moments of Truth: Global Executives Talk About the Challenges That Shaped Them as Leaders / Olli-Pekka Kallasvuo, Gary Jackson, Franz Humer, Arthur Gensler, Sergey Petrov, Alan Klapmeier, Alexander B. Cummings, Duleep Aluwihare 83 --
How Leaders Create and Use Networks / Herminia Ibarra, Mark Hunter 107 --
When a New Manager Takes Charge / John J. Gabarro 127 --
Leading Change: Why Transformation Efforts Fail / John P. Kotter 165.Harvard business review on the tests of a leader [texte imprimé] . - Boston, Mass. : Harvard Business School Press, c2007 . - VII, 195 p. : illustrations ; 21 cm. - (Harvard business review paperback series.) .
ISBN : 978-1-4221-1494-0
Includes index.
Langues : Anglais (eng) Langues originales : Anglais (eng)
Catégories : Executive ability
Leadership.
Management.Index. décimale : HD 57.7 Résumé : Aims to help leaders rise to the tests they face on a daily basis. Note de contenu : Becoming the Boss / Linda A. Hill 1 --
Courage as a Skill / Kathleen K. Reardon 23 --
What to Ask the Person in the Mirror / Robert S. Kaplan 39 --
The CEO's Second Act / David A. Nadler 65 --
Moments of Truth: Global Executives Talk About the Challenges That Shaped Them as Leaders / Olli-Pekka Kallasvuo, Gary Jackson, Franz Humer, Arthur Gensler, Sergey Petrov, Alan Klapmeier, Alexander B. Cummings, Duleep Aluwihare 83 --
How Leaders Create and Use Networks / Herminia Ibarra, Mark Hunter 107 --
When a New Manager Takes Charge / John J. Gabarro 127 --
Leading Change: Why Transformation Efforts Fail / John P. Kotter 165.Réservation
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Improving leadership performance / Peter Wright
Titre : Improving leadership performance : a practical new approach to leardership Type de document : texte imprimé Auteurs : Peter Wright, Auteur ; David S. Taylor, Auteur Editeur : Englewood Cliffs, N.J. : Prentice/Hall International Année de publication : c1984 Importance : XII, 157 p. Présentation : Illustration Format : 23 cm ISBN/ISSN/EAN : 978-0-13-452673-7 Note générale : Includes Index. Langues : Anglais (eng) Langues originales : Anglais (eng) Catégories : Leadership.
Management -- Leadership - ManualsIndex. décimale : HD 57.7 Note de contenu : A skills approach to leadership --
The diagnostic skills of leadership --
Perception and judgement --
Verbal components of manager-subordinate interactions --
Nonverbal components of manager-subordinate interactions --
Structuring interactions with subordinates --
Approaches to manager-subordinate interactions --
The acquisition and development of leadership skills.Improving leadership performance : a practical new approach to leardership [texte imprimé] / Peter Wright, Auteur ; David S. Taylor, Auteur . - Englewood Cliffs, N.J. : Prentice/Hall International, c1984 . - XII, 157 p. : Illustration ; 23 cm.
ISBN : 978-0-13-452673-7
Includes Index.
Langues : Anglais (eng) Langues originales : Anglais (eng)
Catégories : Leadership.
Management -- Leadership - ManualsIndex. décimale : HD 57.7 Note de contenu : A skills approach to leadership --
The diagnostic skills of leadership --
Perception and judgement --
Verbal components of manager-subordinate interactions --
Nonverbal components of manager-subordinate interactions --
Structuring interactions with subordinates --
Approaches to manager-subordinate interactions --
The acquisition and development of leadership skills.Réservation
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Innovation's dirty little secret / Osborne, Larry W.
Titre : Innovation's dirty little secret : why serial innovators succeed where others fail Type de document : texte imprimé Auteurs : Osborne, Larry W. (1952-), Auteur Editeur : Grand Rapids, Michigan [United States] : Zondervan Année de publication : c2013 Collection : Leadership network innovation series Importance : 174 p. Format : 22 cm ISBN/ISSN/EAN : 978-0-310-49450-8 Note générale : Includes bibliographical references. Langues : Anglais (eng) Catégories : Creative ability in business.
Leadership.Index. décimale : HD 53 Note de contenu : Part 1. Have an exit strategy. Most innovations fail : the one thing leadership gurus will never tell you --
Unconscious competents : why you shouldn't trust everything innovators tell you about innovation --
It's all between the ears : how to recognize a serial innovator --
Exit strategies : why your exit strategy is just as important as your game plan --
Part 2. Igniting innovation. Beyond avant-garde : If it doesn't make a difference, it's not an innovation --
Innovations' most powerful igniters : why your biggest problems may be your greatest blessings --
Part 3. Accelerating innovation. Why missions statements matter : how clarity accelerates innovation --
A bias for action : why data and proof are overrated --
A respected champion : the difference a John the Baptist makes --
Planning in pencil : letting an innovation be what it wants to be --
Part 4. Sabotaging innovation. The high price of failure : why trust and credibility are too important to lose --
Groupthink : why you shouldn't care what everybody else thinks --
Surveys : why they're a wast of time --
Past successes : how yesterday's success sabotages tomorrow's innovation --
Part 5. Breakout decisions. When you've hit the wall : breaking through barriers of competency and complexity --
Breaking through : the need for new advisors --
Changing the rules : removing unrealistic expectations --
Changing traditions : removing unhealthy structures --
Part 6. Why vision matters. The Polaroid principle : how vision works --
Creating and sustaining vision : the leader's role --
Part 7. The legacy of innovation. It's not about us : leaving a legacy of innovation.Innovation's dirty little secret : why serial innovators succeed where others fail [texte imprimé] / Osborne, Larry W. (1952-), Auteur . - Grand Rapids, Michigan [United States] : Zondervan, c2013 . - 174 p. ; 22 cm. - (Leadership network innovation series) .
ISBN : 978-0-310-49450-8
Includes bibliographical references.
Langues : Anglais (eng)
Catégories : Creative ability in business.
Leadership.Index. décimale : HD 53 Note de contenu : Part 1. Have an exit strategy. Most innovations fail : the one thing leadership gurus will never tell you --
Unconscious competents : why you shouldn't trust everything innovators tell you about innovation --
It's all between the ears : how to recognize a serial innovator --
Exit strategies : why your exit strategy is just as important as your game plan --
Part 2. Igniting innovation. Beyond avant-garde : If it doesn't make a difference, it's not an innovation --
Innovations' most powerful igniters : why your biggest problems may be your greatest blessings --
Part 3. Accelerating innovation. Why missions statements matter : how clarity accelerates innovation --
A bias for action : why data and proof are overrated --
A respected champion : the difference a John the Baptist makes --
Planning in pencil : letting an innovation be what it wants to be --
Part 4. Sabotaging innovation. The high price of failure : why trust and credibility are too important to lose --
Groupthink : why you shouldn't care what everybody else thinks --
Surveys : why they're a wast of time --
Past successes : how yesterday's success sabotages tomorrow's innovation --
Part 5. Breakout decisions. When you've hit the wall : breaking through barriers of competency and complexity --
Breaking through : the need for new advisors --
Changing the rules : removing unrealistic expectations --
Changing traditions : removing unhealthy structures --
Part 6. Why vision matters. The Polaroid principle : how vision works --
Creating and sustaining vision : the leader's role --
Part 7. The legacy of innovation. It's not about us : leaving a legacy of innovation.Réservation
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KidLead / Nelson, Alan E.
PermalinkLeader to leader / Frances Hesselbein
PermalinkLeaders, fools, and impostors / Manfred F. R. Kets de Vries
PermalinkLeadership above the line / Sarah Sumner
PermalinkLeadership and futuring / John R. Hoyle
PermalinkLeadership and the one minute manager / Blanchard, Kenneth H.
PermalinkLeadership defined / Wright,David E
PermalinkThe leadership engine / Noel Tichy
PermalinkLeadership and the quest for integrity / Joseph L. Badaracco
PermalinkLeadership without easy answers / Ronald A. Heifetz
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