All too often, leadership-follower relationships are purely transactional and focus on errors and problems, resulting in an impoverished transactional leadership culture. These dynamics result in weak rapport, low levels of emotional intelligence on the part of line managers and, subsequently, employee disengagement. This book unpacks these drivers in detail and builds a model that can be used as the basis of personal development and as a large-scale intervention into the leadership culture of an organisation. This model is very accessible and can be used in a structured training programme through a series of action learning workshops based upon coaching relationships and mutual dialogue.
The book is ideal reading for HRM managers, change leaders, learning and development managers, students of management and leadership, and line managers in organisations who are involved in leadership roles.
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