What leaders really do
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| Tag | 1 | 2 | Value |
|---|---|---|---|
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| 001 | MAP20071502161 | ||
| 003 | MAP | ||
| 005 | 20080418123137.0 | ||
| 007 | hzruuu---uuuu | ||
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| 040 | $aMAP$bspa | ||
| 084 | $a922.12 | ||
| 100 | 1 | $0MAPA20080137472$aKotter, John P | |
| 245 | 1 | 0 | $aWhat leaders really do$cby John P. Kotter |
| 520 | $aIn this article, John Kotter proposes that management and leadership are different but complementary, and that in changing world, one cannot function without the other. He then enumerates and contrasts the primary tasks of the manager and the leader. His key point bears repeating: managers promote stability while leaders press for change, and only organizations that embrance both sides of that contradiction can thrive in turbulent times | ||
| 650 | 1 | 1 | $0MAPA20080551513$aLiderazgo |
| 650 | 1 | 1 | $0MAPA20080555061$aManagement |
| 650 | 1 | 1 | $0MAPA20080606404$aHabilidades directivas |
| 650 | 0 | 1 | $0MAPA20080589417$aCambio organizativo |
| 650 | 1 | 1 | $0MAPA20080585532$aGestión del cambio |
| 650 | 1 | 1 | $0MAPA20080569815$aOrganizaciones |
| 740 | 0 | $aHarvard business review | |
| 773 | 0 | $wMAP20077100345$tHarvard business review$dBoston$gDecember 2001 ; p. 85-96 |