La Práctica del liderazgo transformacional
Contenido multimedia no disponible por derechos de autor o por acceso restringido. Contacte con la institución para más información.
| Tag | 1 | 2 | Valor |
|---|---|---|---|
| LDR | 00000cam a2200000 i 4500 | ||
| 001 | MAP20070007496 | ||
| 003 | MAP | ||
| 005 | 20090612123749.0 | ||
| 007 | hzrazu---bucu | ||
| 008 | 890927s1989 esp 00010 spa | ||
| 017 | $aB. 35.394-1989 | ||
| 040 | $aMAP$bspa$dMAP | ||
| 084 | $a922.12 | ||
| 100 | 1 | $0MAPA20080317867$aFilella i Ferrer, Jaume | |
| 245 | 1 | 3 | $aLa Práctica del liderazgo transformacional$cpor Jaume Filella i Ferrer |
| 260 | $aBarcelona$bESADE$cD.L. 1989 | ||
| 300 | $a22 p.$c30 cm | ||
| 490 | 1 | $aPapers ESADE$v26 | |
| 520 | $aThis article gives some practical recommendations about what an executive can do to assure that his actions have impact enough to actually change things. These recommendations presuppose the existence of four conditions which appear to be closely linked to any process of transformation: a crisis situation, a calm attitude, broad vision and personal contact. A critical situation is proposed as the starting point to enable a leader to really transform his firm. Responding calmly to his situation seems to be of decisive importance if the leader is to get in touch with the "ethos" of the organization and at the same time conceive a broad and inspiring vision of what organization's market position would be under his guidance. The charisma and ability to effect a transformation is largely contingent on the leader's personal relationship with his subordinates, who should act more as partners than as employees in his service | ||
| 650 | 1 | $0MAPA20080555061$aManagement | |
| 650 | 1 | $0MAPA20080605742$aDirectivos de empresas | |
| 650 | 1 | $0MAPA20080577650$aRecursos humanos | |
| 710 | 2 | $0MAPA20080474515$aEscuela Superior de Administración y Dirección de Empresas | |
| 830 | 0 | $0MAPA20080505486$aPapers ESADE$v26 |