Fraher explains how the likelihood of crisis increases when leaders are challenged to make difficult decisions in ambiguous contexts. This accessible textbook will appeal to business students and researchers studying leadership, change and crisis, as well as progressive-minded business leaders keen to improve their own organizations.
Fraher explains how the likelihood of crisis increases when leaders are challenged to make difficult decisions in ambiguous contexts. This accessible textbook will appeal to business students and researchers studying leadership, change and crisis, as well as progressive-minded business leaders keen to improve their own organizations.
Professor Amy L. Fraher is a retired US Navy Commander and Naval Aviator, and former United Airlines pilot, currently serving as head of department in the Southampton Business School. She has authored several books, including Thinking Through Crisis: Improving Teamwork and Leadership in High-Risk Fields (Cambridge, 2011).
Inhaltsangabe
Preface Crisis case studies 1. Irrationality and crisis 2. Leadership and crisis 3. Change and crisis 4. Hubris and crisis 5. Sensemaking and crisis 6. Ethics and crisis 7. Identity and crisis 8. Policy and crisis 9. Power and crisis 10. Paradox and crisis Endnotes References Index.
Preface Crisis case studies 1. Irrationality and crisis 2. Leadership and crisis 3. Change and crisis 4. Hubris and crisis 5. Sensemaking and crisis 6. Ethics and crisis 7. Identity and crisis 8. Policy and crisis 9. Power and crisis 10. Paradox and crisis Endnotes References Index.
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