Leadership that gets results (Record no. 8647)

MARC details
000 -LEADER
fixed length control field 01892nam a2200157Ia 4500
005 - DATE AND TIME OF LATEST TRANSACTION
control field 20250117103941.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 250117s9999 xx 000 0 und d
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number 9781633692626
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number 658.4092 GOL
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name Goleman, Daniel.
245 #0 - TITLE STATEMENT
Title Leadership that gets results
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Place of publication, distribution, etc. Boston
Name of publisher, distributor, etc. HBR
Date of publication, distribution, etc. 2017
300 ## - PHYSICAL DESCRIPTION
Extent 87p.;17cm
520 ## - SUMMARY, ETC.
Summary, etc. A leader's singular job is to get results. But even with all the leadership training programs and "expert" advice available, effective leadership still eludes many people and organizations. One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviors yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. The research indicates that leaders who get the best results don't rely on just one leadership style; they use most of the styles in any given week. Goleman details the types of business situations each style is best suited for, and he explains how leaders who lack one or more of these styles can expand their repertories. He maintains that with practice leaders can switch among leadership styles to produce powerful results, thus turning the art of leadership into a science.
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Leadership
Holdings
Withdrawn status Lost status Damaged status Not for loan Home library Current library Date acquired Total checkouts Full call number Barcode Date last seen Date last checked out Price effective from Koha item type
        UONGOZI Institute Resources Centre - Dar es Salaam UONGOZI Institute Resources Centre - Dar es Salaam 01/17/2025 2 658.4092 GOL 008218 09/12/2025 08/12/2025 01/17/2025 Book