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010   $a9786610928996
010   $a1-84663-445-8
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035   $a(EBL)306207
035   $a(OCoLC)181375316
035   $a(SSID)ssj0000672191
035   $a(PQKBManifestationID)11428735
035   $a(PQKBTitleCode)TC0000672191
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035   $a(Au-PeEL)EBL306207
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100   $a20070112d2007      uy         0
101 0 $aeng
135   $aur|n|---|||||
181   $ctxt
182   $cc
183   $acr
200 00$aBad leaders $ecures and preventions /$feditor, Robert Randall
205   $a1st ed.
210   $aBradford $cEmerald Group Press$dc2007
215   $a1 online resource (69 p.)
225 0 $aStrategy & Leadership ;$v35, no. 3
300   $aDescription based upon print version of record.
311   $a1-84663-444-X 
327   $aCover; 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 takes
330   $aOne 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 th
606   $aLeadership
606   $aManagement
615  0$aLeadership.
615  0$aManagement.
676   $a352.23
676   $a352.23/6
701   $aRandall$b Robert$01137605
801  0$bMiAaPQ
801  1$bMiAaPQ
801  2$bMiAaPQ
906   $aBOOK
912   $a9910810950603321
996   $aBad leaders$94109664
997   $aUNINA