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In Prise of the incomplete leader

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24510‎$a‎In Prise of the incomplete leader‎$c‎by Deborah Ancona... [et al.]
5208 ‎$a‎Today'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
650 1‎$0‎MAPA20080551513‎$a‎Liderazgo
65011‎$0‎MAPA20080589714‎$a‎Conductas del líder
650 1‎$0‎MAPA20080605742‎$a‎Directivos de empresas
650 1‎$0‎MAPA20080561796‎$a‎Competencias
65011‎$0‎MAPA20080595890‎$a‎Desarrollo directivo
65011‎$0‎MAPA20080572778‎$a‎Mejora continua
65011‎$0‎MAPA20080630690‎$a‎Valoración de la capacidad laboral
7001 ‎$0‎MAPA20080121600‎$a‎Ancona, Deborah
7400 ‎$a‎Harvard business review
7730 ‎$w‎MAP20077100345‎$t‎Harvard business review‎$d‎Boston‎$g‎February 2007 ; p. 92-100