000			01761naa a2200181uu 4500
001			9012713465410
003			OSt
005			20190211164611.0
008			090127s2009 xx ||||gr |0|| 0 eng d
100	1		_aDEWAN, Torun _933802
245	1	0	_aThe Qualities of leadership : _bdirection, communication, and obfuscation
260			_aNew York, NY : _bCambridge University Press, _cAugust 2008
520	3		_aWhat is leadership? What is good leadership? What is successful leadership? Answers emerge from our study of a formal model in which followers face a coordination problem: they wish to choose the best action while conforming as closely as possible to the actions of others. Although they would like to do the right thing and do it together, followers are unsure about the relative merits of their options. They learn about their environment and the likely moves of others by listening to leaders. These leaders bridge differences of opinion and become coordinating focal points. A leader's influence increases with her judgement (her sense of direction) and her ability to convey ideas (her clarity of communication). A leader with perfect clarity enjoys greater influence than one with a perfect sense of direction. When followers choose how much attention to pay to leaders, they listen only to the most coherent communicators. However, power-hungry leaders who need an audience sometimes obfuscate their messages, but less so when their followers place more emphasis on conformity than on doing the right thing
700	1		_aMYATT, David P _933803
773	0	8	_tAmerican political science review _g102, 3, p. 351-368 _dNew York, NY : Cambridge University Press, August 2008 _xISSN 00030554 _w
942			_cS
998			_a20090127 _b1346^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c28072 _d28072
041			_aeng