Leadership and the psychology of turnarounds

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<rdf:Description>
<dc:creator>Moss Kanter, Rosabeth</dc:creator>
<dc:date>2003-06-01</dc:date>
<dc:description xml:lang="es">Turnarounds are when leadership matters most. Managers can stem losses with a few bold strokes, such as slashing budgets or selling off assets. But putting an organization on a positive path toward future sucess also requires that leaders energize their workforce, throughout the ranks.</dc:description>
<dc:identifier>https://documentacion.fundacionmapfre.org/documentacion/publico/es/bib/55817.do</dc:identifier>
<dc:language>eng</dc:language>
<dc:rights xml:lang="es">InC - http://rightsstatements.org/vocab/InC/1.0/</dc:rights>
<dc:subject xml:lang="es">Liderazgo</dc:subject>
<dc:subject xml:lang="es">Conductas del líder</dc:subject>
<dc:subject xml:lang="es">Cambio estratégico</dc:subject>
<dc:subject xml:lang="es">Ciclos económicos</dc:subject>
<dc:subject xml:lang="es">Crisis empresarial</dc:subject>
<dc:type xml:lang="es">Artículos y capítulos</dc:type>
<dc:title xml:lang="es">Leadership and the psychology of turnarounds</dc:title>
<dc:title xml:lang="es">Título: Harvard business review</dc:title>
<dc:relation xml:lang="es">En: Harvard business review. - Boston. - June 2003 ; p. 58-67</dc:relation>
</rdf:Description>
</rdf:RDF>