000 | 03730nam a22005175i 4500 | ||
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001 | 978-94-007-7463-6 | ||
003 | DE-He213 | ||
005 | 20210517160259.0 | ||
007 | cr nn 008mamaa | ||
008 | 130913s2014 ne | s |||| 0|eng d | ||
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_a9789400774636 _9978-94-007-7463-6 |
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024 | 7 |
_a10.1007/978-94-007-7463-6 _2doi |
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_aJMJ _2bicssc |
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_aPSY021000 _2bisacsh |
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_aJMJ _2thema |
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_a158.7 _223 |
100 | 1 |
_aBrewer, Ann M. _eauthor. _4aut _4http://id.loc.gov/vocabulary/relators/aut _923401 |
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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. |
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300 |
_aXIII, 225 p. 2 illus., 1 illus. in color. _bonline resource. |
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336 |
_atext _btxt _2rdacontent |
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_acomputer _bc _2rdamedia |
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_aonline resource _bcr _2rdacarrier |
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_atext file _bPDF _2rda |
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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. Â . | ||
650 | 0 |
_aIndustrial psychology. _923402 |
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_aPersonnel management. _923403 |
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_aEducational psychology. _923404 |
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_aEducation—Psychology. _923405 |
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_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 |
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773 | 0 | _tSpringer Nature eBook | |
776 | 0 | 8 |
_iPrinted edition: _z9789400774643 |
776 | 0 | 8 |
_iPrinted edition: _z9789400774629 |
776 | 0 | 8 |
_iPrinted edition: _z9789401779678 |
856 | 4 | 0 | _uhttps://doi.org/10.1007/978-94-007-7463-6 |
912 | _aZDB-2-BHS | ||
912 | _aZDB-2-SXBP | ||
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