hoogleraar Strategisch Leiderschap, Universiteit van Tilburg. Directeur, Center for Strategy & LeadershipMeer over de auteurs
Developing Your Repertoire of Leadership StylesPaperback Engels 2017 9781138065109
Leadership is about influencing others to move in a certain direction and there are many ways of achieving this influence. Each of these leadership styles has its inherent qualities and pitfalls, and will be more suited to specific people and different circumstances. The more leaders understand their preferred leadership styles and are able to flexibly switch to the most suitable style given the situation, the more effective they will be. This book maps out ten sets of opposite leadership styles, giving the reader the possibility to understand the strengths and weaknesses of both sides, and to identify his/her own current preference.
The ten leadership style dimensions cover the full range of leadership roles, from the leader as coach (inter-personal leadership), to the leader as organizer (organizational leadership), as strategist (strategic leadership), as sense-maker (leadership and purpose) and as role model (leadership and self).
Readers are invited to draw up their own leadership development plans, which is supported by an interactive App. Readers are also challenged to reflect on how they would approach a number of cases, after which they can go to an interactive web-forum to read how others have responded and engage in a discussion with them. Leadership Agility is a useful tool for practitioners in the corporate world as well as business students and emerging leaders.
De Nederlandse vertaling verschijnt in augustus 2018.
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1 The Nature of Leadership
2 The Practice of Leadership
Part 2: Interpersonal Leadership
3 Interpersonal Steering: The Paradox of Activities & Conditions
4 Interpersonal Feedback: The Paradox of Challenge & Appreciation
Part 3: Organizational Leadership
5 Organizational Composition: The Paradox of Unity & Diversity
6 Organizational Decision-Making: The Paradox of Direction & Participation
Part 4: Strategic Leadership
7 Strategic Goal-Setting: The Paradox of Idealism & Realism
8 Strategic Priority-Setting: The Paradox of Exploitation & Exploration
Part 5: Leadership and Mission
9 Purpose-Setting: The Paradox of Wealth & Health
10 Interests-Setting: The Paradox of Self-Actualization & Service
Part 6: Leadership and Self
11 Leadership Problem-Solving: The Paradox of Thought & Action
12 Leadership Attunement: The Paradox of Authenticity & Adjustment
Part 7: Leadership Development
13 Developing Leadership Agility
14 Mastering Leadership Agility
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