In Prise of the incomplete leader

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<rdf:Description>
<dc:creator>Ancona, Deborah</dc:creator>
<dc:date>2007-02-01</dc:date>
<dc:description xml:lang="es">Today's top executives are expected to do everything right, from coming up with solutions to unfathomably complex problems to having the charisma and prescience to rally stakeholders around a perfect vision of the future. But no one leader can be all things to all people. It's time to end the myth of the complete leader. Those at the top must come to understand their weaknesses as well as their strengths. Only by embracing the ways in which they are incomplete can leaders fill in the gaps in their knowledge with others' skills</dc:description>
<dc:identifier>https://documentacion.fundacionmapfre.org/documentacion/publico/es/bib/61159.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">Directivos de empresas</dc:subject>
<dc:subject xml:lang="es">Competencias</dc:subject>
<dc:subject xml:lang="es">Desarrollo directivo</dc:subject>
<dc:subject xml:lang="es">Mejora continua</dc:subject>
<dc:subject xml:lang="es">Valoración de la capacidad laboral</dc:subject>
<dc:type xml:lang="es">Artículos y capítulos</dc:type>
<dc:title xml:lang="es">In Prise of the incomplete leader</dc:title>
<dc:title xml:lang="es">Título: Harvard business review</dc:title>
<dc:relation xml:lang="es">En: Harvard business review. - Boston. - February 2007 ; p. 92-100</dc:relation>
</rdf:Description>
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