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[null,"1.","Record Nr.",null,"UNINA9910451176903321"]
[null,null,"Autore",null,"Gobillot Emmanuel"]
[null,null,"Titolo",null,"The connected leader [[electronic resource] ] : creating agile organisations for people, performance and profit. / / Emmanuel Gobillot"]
[null,null,"Pubbl/distr/stampa",null,"London ; ; Philadelphia, : Kogan Page, 2007"]
[null,null,"ISBN",null,"1-280-85164-3"]
[{"$nulls":4},"9786610851645"]
[{"$nulls":4},"0-7494-5045-2"]
[null,null,"Descrizione fisica",null,"1 online resource (237 p.)"]
[null,null,"Disciplina",null,"303.3/4"]
[{"$nulls":4},"658.4"]
[null,null,"Soggetti",null,"Leadership"]
[{"$nulls":4},"Self-actualization (Psychology)"]
[{"$nulls":4},"Electronic books."]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Description based upon print version of record."]
[null,null,null,"Nota di bibliografia","Includes bibliographical references (p. [211]-214) and index."]
[null,null,"Nota di contenuto",null,"Cover; Contents; Acknowledgements; Introduction; GOOD LEADERS ALWAYS EVENTUALLY FAIL; THE PEOPLE ECONOMY; THE CONNECTED LEADERSHIP CONCEPT; FOUR PARTS, SEVEN CHAPTERS AND FIVE STEPS; ONE LAST THING; Part One The case forconnections; 1 What do people want?; WHAT DRIVES ENGAGEMENT AND WHY DOES IT MATTER?; HOW IS THE NATURE OF ENGAGEMENTCHANGING?; WHAT ARE THE NEW RULES OFENGAGEMENT?; THE 30-SECOND RECAP; 2 How do organizations respond?; HOW DO ORGANIZATIONS AND INDIVIDUALS BECOME DISCONNECTED?; WHAT DOES AN ORGANIZATION DESIGNED FOR ENGAGEMENT LOOK LIKE?; THE 30-SECOND RECAP"]
[{"$nulls":4},"Diagnostic tools 1:Do you know what people want?HOW READY ARE YOU FOR THE PEOPLE ECONOMY?; IS YOUR ORGANIZATION A 'REAL' COMMUNITY?; Part Two The case for connected leadership; 3 What must leaders do?; WHAT DO LEADERS DO?; WHAT IMPACT DO LEADERS CREATE?; THE 30-SECOND RECAP; 4 How can leaders succeed?; HOW DO LEADERS ACHIEVE HIGH PERFORMANCE IN THE PEOPLE ECONOMY?; WHAT IS DIFFERENT ABOUT THE NEW HIGH-PERFORMING LEADERSHIP RECIPE?; THE 30-SECOND RECAP; Diagnostic tools 2: Are you ready to respond?; MEASURING LEADERSHIP IMPACT - THEIMPACT QUOTIENT; WHAT KIND OF LEADER ARE YOU?"]
[{"$nulls":4},"Part Three The levers of connected leadership5 How to connect through trust; WHY IS TRUST CRITICAL TO CONNECTED LEADERS?; HOW DO CONNECTED LEADERS CREATE AND SUSTAIN TRUST?; BECOMING A TRUSTED CHANNEL; EXERCISING THOUGHTFUL INFLUENCE; HAVING CONCERN FOR IMPACT; THE 30-SECOND RECAP; 6 How to engage through meaning; WHY IS MEANING CRITICAL TO PERFORMANCE?; HOW DO CONNECTED LEADERS CO-CREATEMEANING?; HAVING NO BOUNDARIES; DOING THE GROUNDWORK; BEING TENACIOUS; THE 30-SECOND RECAP; 7 How to sustain performance through dialogue; WHY DOES REAL DIALOGUE MATTER TO PERFORMANCE?"]
[{"$nulls":4},"HOW DO CONNECTED LEADERS SUSTAIN DIALOGUE?LISTENING FIRST; HUMILITY; INFECTIOUS PASSION; THE 30-SECOND RECAP; Diagnostic tools 3: How connected are you?; HOW CONNECTED ARE YOU?; Part Four Developing connected leadership; Step 1: Understand the 'real'; MAPPING YOUR 'REAL' ORGANIZATION; PATTERNS OF 'REAL' ORGANIZATIONS; CREATING A 'REAL' MAP; Step 2: Map out the'formal'/'real' gap; THE GAP MATTERS; THE KEY QUESTIONS; Step 3: Evaluate your impact; iPOD LEADERSHIP; DEVELOPING STRATEGIES; Step 4: Develop connected leadership characteristics; INTEGRATED VERSUS SEQUENTIAL DEVELOPMENT"]
[{"$nulls":4},"DEVELOPING CHARACTERISTICSDEVELOPING TRUST; DEVELOPING MEANING; DEVELOPING DIALOGUE; DEVELOPMENT TACTICS; Step 5: Build a supporting context; CONTEXTUAL IMPROVEMENT; IMPACT AS THE KEY TO UNLOCKING CONNECTIONS; Concluding thoughts; Notes; INTRODUCTION; PART 1; CHAPTER 1; CHAPTER 2; CHAPTER 3; CHAPTER 5; CHAPTER 7; PART 4; STEP 3; CONCLUDING THOUGHTS; Index"]
[null,null,null,"Sommario/riassunto","New insights and case studies on how to improve business performance by engaging employees outside traditional boundaries and developing more informal and holistic approaches to leadership."]