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Leadership Agility

Developing Your Repertoire of Leadership Styles

Paperback Engels 2017 1e druk 9781138065109
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Leadership is about influencing others to move in a certain direction and there are many ways of achieving this influence. Each of these leadership styles has its inherent qualities and pitfalls, and will be more suited to specific people and different circumstances. The more leaders understand their preferred leadership styles and are able to flexibly switch to the most suitable style given the situation, the more effective they will be. This book maps out ten sets of opposite leadership styles, giving the reader the possibility to understand the strengths and weaknesses of both sides, and to identify his/her own current preference.

The ten leadership style dimensions cover the full range of leadership roles, from the leader as coach (inter-personal leadership), to the leader as organizer (organizational leadership), as strategist (strategic leadership), as sense-maker (leadership and purpose) and as role model (leadership and self).

Readers are invited to draw up their own leadership development plans, which is supported by an interactive App. Readers are also challenged to reflect on how they would approach a number of cases, after which they can go to an interactive web-forum to read how others have responded and engage in a discussion with them. Leadership Agility is a useful tool for practitioners in the corporate world as well as business students and emerging leaders.

De Nederlandse vertaling verschijnt in augustus 2018.

Specificaties

ISBN13:9781138065109
Taal:Engels
Bindwijze:paperback
Aantal pagina's:290
Uitgever:Routledge
Druk:1
Verschijningsdatum:12-10-2024
Hoofdrubriek:Leiderschap
ISSN:

Expertrecensies (1)

recensie
Leadership Agility - 'Een prachtige studie'
Han van der Pool | 16 maart 2018
Verbeterde theorieën over effectief leiderschap zijn nog volop in ontwikkeling. De auteurs Ron Meyer en Ronald Meijers stellen in hun Leadership Agility dat succesvolle leiders ‘agile’ moeten zijn.
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Interviews en artikelen (1)

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Minder hypocognitie om de ander te begrijpen
Ger Post 29 augustus 2018 Hypocognitie voedt conflicten, zorgt voor metoo-controverses en rijdt leiderschap in de wielen. ‘We kunnen ons niet losmaken van hypocognitie. Maar we kunnen wel leren om minder hypocognitief te zijn over het concept hypocognitie.’

Over Ron Meyer

Ron Meyer (1962) is hoogleraar Strategisch Leiderschap bij TIAS, de business school van Tilburg University, en bij de Antwerp Management School, de business school van de Universiteit Antwerpen. Daarnaast is hij directeur van de Center for Strategy & Leadership. Hij is auteur van vele toonaangevende managementboeken en -artikelen, waaronder 'Leadership Agility' (met Ronald Meijers) en 'Strategy: Process, Content, Context' (met Bob de Wit). Meyer werkt al 30 jaar aan managementvraagstukken als consultant voor nationale en internationale bedrijven. 

Andere boeken door Ron Meyer

Over Ronald Meijers

Ronald Meijers is partner bij Deloitte Human Capital Consulting. Leiders helpen leiden, dat is wat Ronald dagelijks doet. Hij heeft meer dan 20 jaar bestuurlijke ervaring, vooral met complexe internationale transformaties.

Andere boeken door Ronald Meijers

Inhoudsopgave

Preface, Part 1: Leadership
1 The Nature of Leadership
2 The Practice of Leadership

Part 2: Interpersonal Leadership
3 Interpersonal Steering: The Paradox of Activities & Conditions
4 Interpersonal Feedback: The Paradox of Challenge & Appreciation

Part 3: Organizational Leadership
5 Organizational Composition: The Paradox of Unity & Diversity
6 Organizational Decision-Making: The Paradox of Direction & Participation

Part 4: Strategic Leadership
7 Strategic Goal-Setting: The Paradox of Idealism & Realism
8 Strategic Priority-Setting: The Paradox of Exploitation & Exploration

Part 5: Leadership and Mission
9 Purpose-Setting: The Paradox of Wealth & Health
10 Interests-Setting: The Paradox of Self-Actualization & Service

Part 6: Leadership and Self
11 Leadership Problem-Solving: The Paradox of Thought & Action
12 Leadership Attunement: The Paradox of Authenticity & Adjustment

Part 7: Leadership Development
13 Developing Leadership Agility
14 Mastering Leadership Agility

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