02610nam 2200577Ia 450 991081095060332120240516005805.01-280-92899-997866109289961-84663-445-8(CKB)1000000000337271(EBL)306207(OCoLC)181375316(SSID)ssj0000672191(PQKBManifestationID)11428735(PQKBTitleCode)TC0000672191(PQKBWorkID)10643887(PQKB)10980193(MiAaPQ)EBC306207(Au-PeEL)EBL306207(CaPaEBR)ebr10185537(EXLCZ)99100000000033727120070112d2007 uy 0engur|n|---|||||txtccrBad leaders cures and preventions /editor, Robert Randall1st ed.Bradford Emerald Group Pressc20071 online resource (69 p.)Strategy & Leadership ;35, no. 3Description based upon print version of record.1-84663-444-X Cover; Table of contents; Editor's letter; Why leaders lose their way; Bad leaders: how they get that way and what to do about them; Exploring the distinctions between a high performance culture and a cult; Guidelines for CEO-speak: editing the language of corporate leadership; Special section: Customer loyalty: two new strategic models; Emotional interactions: the frontier of the customer-focused enterprise; CEO advisory; The strategist's bookshelf; CEO advisory; Quick takesOne of the big mysteries of the current era is "Why are there so many bad leaders in the news and why weren't they identified and excluded during the recruitment screening process?" My guess is that the capabilities and sensitivities corporations have developed to spot bad business unit managers aren't always used to weed out bad candidates for top leadership. Unit managers operate in a world of 360 degree feedback. Increasingly, their job is to steer a participatory democracy where creative talent and technologists speak truth to power, where customers rule, and where almost every facet of thLeadershipManagementLeadership.Management.352.23352.23/6Randall Robert1137605MiAaPQMiAaPQMiAaPQBOOK9910810950603321Bad leaders4109664UNINA