In the 21st Century, people are the competitive advantage. The talent and level of dedication of an organization’s workforce make the difference in achieving success. The traditional command-oriented leadership style is not enough to keep today’s employees motivated—they need to be engaged.

In the 21st Century, people are the competitive advantage. The talent and level of dedication of an organization’s workforce make the difference in achieving success. The traditional command-oriented leadership style is not enough to keep today’s employees motivated—they need to be engaged.

This unique guide shows managers how to let this spirit blossom by adopting the informal leadership strategies women have used for ages - vision, storytelling, structure, comfort, and renewal.

An accessible guide to the essential issues of corporate finance While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out. Value explores the core of corporate finance without getting bogged down in numbers and is intended to give managers an acces...(展开全部)

An accessible guide to the essential issues of corporate finance While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out. Value explores the core of corporate finance without getting bogged down in numbers and is intended to give managers an acces...(展开全部)

A Humble leader may have a hard time making tough decisions. A Commanding leader may run roughshod over potential allies. The authors detail the lessons all leaders can learn from each style, enabling you to craft a multidimensional approach to becoming the leader you aspire to be.

A Humble leader may have a hard time making tough decisions. A Commanding leader may run roughshod over potential allies. The authors detail the lessons all leaders can learn from each style, enabling you to craft a multidimensional approach to becoming the leader you aspire to be.

These essays, published together in one volume for the first time, contain many of Greenleaf's best insights into the nature and practice of servant-leadership and show his continual refinement of the servant-as-leader concept.

弗雷德·考夫曼博士，加州大学伯克利分校(University of California at Berkeley)经济学博士，Axialent咨询公司的合伙创始人、董事长。Axialent是一家致力于团队领导力与组织文化培养的顾问公司。在过去的15年间，Axialent已经和美国、欧洲、亚洲等地区的多家知名公司进行合作，包括：微软、雅虎、谷歌、思科、EDS信息服务公司、通用汽车、克莱斯勒、壳牌、联合利华、可口可乐、花旗以及底特律爱迪生电力公司等，有2万多名高层管理人员接受过培训。除了从事商业顾问外，考夫曼也身兼教职。1990年至1 996年，曾任麻省理工学院斯隆管理学院管理控制系统系教授，曾在其下属组织学习中心（Organizational Learning Centre）与皮特·圣吉共事。1999年起至今，在加州整合学院（Integral Inst...(展开全部)

弗雷德·考夫曼博士，加州大学伯克利分校(University of California at Berkeley)经济学博士，Axialent咨询公司的合伙创始人、董事长。Axialent是一家致力于团队领导力与组织文化培养的顾问公司。在过去的15年间，Axialent已经和美国、欧洲、亚洲等地区的多家知名公司进行合作，包括：微软、雅虎、谷歌、思科、EDS信息服务公司、通用汽车、克莱斯勒、壳牌、联合利华、可口可乐、花旗以及底特律爱迪生电力公司等，有2万多名高层管理人员接受过培训。除了从事商业顾问外，考夫曼也身兼教职。1990年至1 996年，曾任麻省理工学院斯隆管理学院管理控制系统系教授，曾在其下属组织学习中心（Organizational Learning Centre）与皮特·圣吉共事。1999年起至今，在加州整合学院（Integral Inst...(展开全部)