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What does really matter for daily leadership? How would a good and effective manager be characterized? Daniel F. Pinnow describes in a very illustrative way the essentials of collaborating with people in the business environment. This standard reference book exists as a 4th edition in German and is also available in Chinese. It provides a comprehensive and easy-to-understand overview over the most important leadership approaches in theory and practice. The credo of the author is: Leadership is an art of creating a world where others would love to join in.
What does really matter for daily leadership? How would a good and effective manager be characterized? Daniel F. Pinnow describes in a very illustrative way the essentials of collaborating with people in the business environment. This standard reference book exists as a 4th edition in German and is also available in Chinese. It provides a comprehensive and easy-to-understand overview over the most important leadership approaches in theory and practice. The credo of the author is: Leadership is an art of creating a world where others would love to join in.
Associate Professor Daniel F. Pinnow, born in 1962, is a renowned expert for leadership and management in German speaking countries. Since 1997 he is CEO of the Academy for Leadership in Überlingen, Germany and from 2004 to 2007 he was member of the board of directors of the Cognos AG. Daniel F. Pinnow is lecturer on leadership and human resources management at the Technical University of Munich. In 2007, he became associate professor of leadership at the Capital University for Economics and Business in Beijing, China. As a pioneer in systemic leadership in Germany, Pinnow combines his rich leading and managing experiences with traditional management theories, organization psychology and family therapy. Moreover, he is an experienced top management master trainer and executive coach.
Inhaltsangabe
Leadership in the 21st century.- Leadership in a time of crisis?.- Occupation or calling.- What makes for good leadership?.- Considering the whole.- Leading with your heart and head.- The instruments of systemic leadership: Employee interview, Coaching, Conflict management, Feedback culture, Goal-setting process, Delegating, Team development.- Ten central theses about leadership.
Leadership in the 21st century.- Leadership in a time of crisis?.- Occupation or calling.- What makes for good leadership?.- Considering the whole.- Leading with your heart and head.- The instruments of systemic leadership: Employee interview, Coaching, Conflict management, Feedback culture, Goal-setting process, Delegating, Team development.- Ten central theses about leadership.
Leadership in the 21st century.- Leadership in a time of crisis?.- Occupation or calling.- What makes for good leadership?.- Considering the whole.- Leading with your heart and head.- The instruments of systemic leadership: Employee interview, Coaching, Conflict management, Feedback culture, Goal-setting process, Delegating, Team development.- Ten central theses about leadership.
Leadership in the 21st century.- Leadership in a time of crisis?.- Occupation or calling.- What makes for good leadership?.- Considering the whole.- Leading with your heart and head.- The instruments of systemic leadership: Employee interview, Coaching, Conflict management, Feedback culture, Goal-setting process, Delegating, Team development.- Ten central theses about leadership.
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