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| 245 | 1 | 0 | _aCases in leadership |
| 250 | _a3. ed | ||
| 260 |
_aThousand Oaks : _bSage, _c2013 |
||
| 300 | _a512 p. | ||
| 505 | 8 | 0 |
_t1. Leadership: what is it? _tAdcock ingram: decisions and motives that steer acquisitions _tDickinson College: inspiration for a leadership story (in the vision of a founding father) _tGreat leadership is good leadership _t2. Leadership trait approach _tA new executive director _tThe ciputra group: shaping the city in Asia _tThe character of leadership _t3. Leadership skills approach _tCoaching for exceptional performance workshop _tPerformance coaching: darcy gallagher role _tTrain dogs, develop leaders _t4. Leader style approach _tScarborough YMCA: getting back on track _tConsultancy development organization _tNavigating through leadership transitions: making it past the twists and turns _t5. The situational approach to leadership _tConflict management at TKC consulting _tA bomb in your pocket? Crisis leadership at nokia India (a) _tJust ask leadership: why great managers always ask the right questions _t6. The Contingency Theory of Leadership _tNew york bakery (a) _tTranskin income fund: leading entrepreneurial teams _tWhy emotional intelligence is not essential for leadership _t7. The path-goal theory of leadership _tGeneral electric: from jack welch to jeffrey immelt _tPlease stop working so hard _tLearning goals or performance goals: is it the journey or the destination? _t8. The leader-member exchange theory of leadership _tCarnegie industrial: the leadership development centre _tSchulich School of Medicine: enhancing and developing a high-performance culture _tOn leadership: leadership and loyalty _t9. Transformational leadership _tDouglas fine foods _tSpar applied systems--Annas challenge _tCulture-driven leadership _t10. Servant leadership _tVeja: sneakers with a conscience _tJ.-Robert Ouimet and Tomasso Corporation _tServant-leaders are the best leaders during times of change _t11. Authentic leadership _tGoedehoop: when social issues become strategic _tOrganization, founder and clientele transformation at VGKK _tCompelling visions: content, context, credibility and collaboration _t12. Team leadership _tThe lithium fire _tChuck mackinnon _tX-teams: new ways of leading in a new world _t13. Strategic leadership _tStrategic leadership at Coca-Cola: the real thing _tMaple leaf foods, inc.: the listeriosis crisis _tStrategic leadership: short-term stability and long-term viability _t14. Women and leadership _tThe bank of montreal--the task force on the advancement of women in the bank (a) _tMarimekko _tCanadian women entrepreneurs: pioneers of new frontiers _t15. Culture and leadership _tTata: leadership with trust _tHebei dawu group: building the first family business constitution in china _tDoing business in India: caveat venditor _t16. Ethical leadership _tLee and Li, attorneys-at-law, and the embezzlement of nt$3 billion by Eddie Liu (a) _tA non-traditional female entrepreneur (c) _tPrincipled leadership: taking the hard right |
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_aEstudo de Caso _911993 |
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