Based on real-world evidence from senior executives and successful entrepreneurs, this book argues that an effective leader must act like an ambivert: an introvert at times and an extrovert at others.
Based on real-world evidence from senior executives and successful entrepreneurs, this book argues that an effective leader must act like an ambivert: an introvert at times and an extrovert at others.
Karl Moore is Associate Professor in the Desautels Faculty of Management at McGill University and an Associate of Green Templeton College, Oxford University. He hosts a weekly Canadian national radio program, "The CEO Series," an hour-long one-on-one with CEOs, and is a regular contributor to Forbes.com. Gabriele Hartshorne-Mehl graduated with Distinction from McGill University's Desautels Faculty of Management, completing a degree in Finance and Political Science, and is a JD Candidate at Osgoode Hall Law School, York University, where she also serves as Senior Editor of the the Osgoode Hall Law Journal.
Inhaltsangabe
Introduction A Paradigm Shift in The Way We Think About Introverts & Extroverts. Chapter 1 Chapter 2 The Other Side Of The Coin: the Considerable Strengths and Occasional Weaknesses of Introverted Leaders. Chapter 3 Why Striking A Balance Is The Best Approach. Chapter 4 Striking a Balance in Today's World. Chapter 5 Ambiversion: a Natural Predisposition Towards Balance. Chapter 6 The Introspective Extrovert. Chapter 7 The Alluring Introvert. Chapter 8 What Ambiverts Can Do Better. Chapter 9 Striking the Balance as a More Junior Employee. Chapter 10 Conclusion
Introduction A Paradigm Shift in The Way We Think About Introverts & Extroverts. Chapter 1 Chapter 2 The Other Side Of The Coin: the Considerable Strengths and Occasional Weaknesses of Introverted Leaders. Chapter 3 Why Striking A Balance Is The Best Approach. Chapter 4 Striking a Balance in Today's World. Chapter 5 Ambiversion: a Natural Predisposition Towards Balance. Chapter 6 The Introspective Extrovert. Chapter 7 The Alluring Introvert. Chapter 8 What Ambiverts Can Do Better. Chapter 9 Striking the Balance as a More Junior Employee. Chapter 10 Conclusion
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