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020 _a9789400774636
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024 7 _a10.1007/978-94-007-7463-6
_2doi
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072 7 _aJMJ
_2bicssc
072 7 _aPSY021000
_2bisacsh
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082 0 4 _a158.7
_223
100 1 _aBrewer, Ann M.
_eauthor.
_4aut
_4http://id.loc.gov/vocabulary/relators/aut
_923401
245 1 0 _aLeadership, Coaching and Followership
_h[electronic resource] :
_bAn Important Equation /
_cby Ann M. Brewer.
250 _a1st ed. 2014.
264 1 _aDordrecht :
_bSpringer Netherlands :
_bImprint: Springer,
_c2014.
300 _aXIII, 225 p. 2 illus., 1 illus. in color.
_bonline resource.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_bPDF
_2rda
505 0 _aChapter 1. Leadership, Followership and Coaching: Asking the Questions -- Chapter 2. Leadership: What is It and How Can We Learn from This Knowledge -- Chapter 3. Coaching Leaders and Followers for Learning: Understanding the How and Why -- Chapter 4. Followership -- Chapter 5. Gendered Leadership -- Chapter 6. Practising Leadership and Coaching -- Chapter 7. Leadership and Coaching: Over the Frontier -- Chapter 8. Ethical Leadership and Followership -- Chapter 9. Let the Leaders Speak for Themselves -- Chapter 10. Concluding Note -- Appendix -- Index -- Glossary.
520 _aThis volume presents evidence-based ideas on all three converging forces to suit an array of individuals and their organisations. The volume is rich with evidence, detail and case studies that the reader can draw upon and apply to their own situations. Defining exactly what is leadership has been a persistent problem for researchers and theorists. Discovering how to generate or develop leaders likewise has been a difficult challenge over the years in all walks of life. Written by an academic, executive and coach, the author focuses on three important converging aspects: leadership, followership and coaching. A focus on leaders is disproportionate to what actually occurs within most organisations especially the relationship between the leader and the followers. That leadership is tantamount with being in control of a situation is challenged, together with the belief that leadership capability is primarily shaped in line with a set of success criteria. The coach plays a significant part in this process although rarely visible.  .
650 0 _aIndustrial psychology.
_923402
650 0 _aPersonnel management.
_923403
650 0 _aEducational psychology.
_923404
650 0 _aEducation—Psychology.
_923405
650 1 4 _aIndustrial and Organizational Psychology.
_0https://scigraph.springernature.com/ontologies/product-market-codes/Y20030
_923406
650 2 4 _aHuman Resource Management.
_0https://scigraph.springernature.com/ontologies/product-market-codes/517000
_923407
650 2 4 _aEducational Psychology.
_0https://scigraph.springernature.com/ontologies/product-market-codes/O39000
_923408
710 2 _aSpringerLink (Online service)
_923409
773 0 _tSpringer Nature eBook
776 0 8 _iPrinted edition:
_z9789400774643
776 0 8 _iPrinted edition:
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776 0 8 _iPrinted edition:
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856 4 0 _uhttps://doi.org/10.1007/978-94-007-7463-6
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