The Leadership Secrets of Colin PowellMcGraw Hill Professional, 8. 8. 2003 - Počet stran: 278 One of Booklist's Top 10 Business Books of 2002 and a BusinessWeek, New York Times, Wall Street Journal, and USA Today business bestseller "Management professor Oren Harari adopts Colin Powell's rise into the upper ranks of American power as a model for decision makers in the private sector. Harari hails Powell's character as the essence of a host of supple executive virtues, from defining and defending rational objectives to playing the provocateur against outdated modes of boardroom thinking."--The Washington Post "Powell appears to be a natural born leader with an intuitive sense of strategy for advancement in war and politics. For those of us who are not so lucky to have such diplomacy inherently, Harari's book can teach us how to lead effectively following Powell's example."--USA Today "This is a 'battle-tested' leadership book and although the author has shown how to apply these principles in the corporate venue, you don't have to be a CEO to benefit from the words and wisdom of Colin Powell."--Booklist |
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... responsibility for its content . In preparing this book , I have drawn from a wide range of original and tertiary sources , such as personal communications from Powell , magazine articles , books , web sites , speeches , and other ...
... responsibility , and that their organizations suffer as a result . And yet this same Colin Powell is perfectly prepared to make people angry , even really angry , in pursuit of organiza- tional excellence . His explanation for this ...
... responsibility as a leader . At the same time , let's get a clearer sense of the organizational realities to which ... responsibilities , and also over time . Across an entire organi- zation , involving a wide variety of people engaged ...
... responsibility . Instead , Powell follows his own formula for achieving , and then using , consensus . To begin with , he is crystal clear about the general direc- tion in which he wants to steer the organization . When he took over the ...
... responsibilities are putting their organization in harm's way . In the hope of not getting people angry , they're not sufficiently raising the bar on performance , or sparking the changes , both in direc- tion and in urgency , that are ...
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