Four-cornered leadership : a framework for making decisions

"W. Edwards Deming once stated that the job of management is not supervision but leadership. He also concluded that capable leaders were those who understood and applied the System of Profound Knowledge. This book examines this system and describes competencies that set the stage for its applic...

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Bibliographic Details
Main Author: Schultz, John Roland, 1939-
Format: eBook
Language: English
Published: Boca Raton : CRC Press, 2013.
Subjects:
Leadership.
Decision making.
elektronické knihy
electronic books
ISBN: 9781466592902
1466592907
9781628707571
1628707577
9781466592896
1466592893
Physical Description: 1 online resource

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Table of contents

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001 kn-ocn853454282
003 OCoLC
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006 m o d
007 cr cn|||||||||
008 130722s2013 flu ob 001 0 eng d
040 |a N$T  |b eng  |e pn  |c N$T  |d YDXCP  |d KNOVL  |d OCLCF  |d KNOVL  |d E7B  |d B24X7  |d CRCPR  |d UMI  |d OCLCQ  |d UAB  |d MOR  |d OCLCQ  |d NJR  |d OCLCQ  |d IDB  |d NLE  |d OCLCQ  |d UKMGB  |d YDX  |d K6U  |d OCLCO  |d OCLCQ  |d OCLCO  |d OCLCQ  |d SFB  |d OCLCQ  |d OCLCO  |d OCLCL 
020 |a 9781466592902  |q (electronic bk.) 
020 |a 1466592907  |q (electronic bk.) 
020 |a 9781628707571  |q (electronic bk.) 
020 |a 1628707577  |q (electronic bk.) 
020 |z 9781466592896 
020 |z 1466592893 
035 |a (OCoLC)853454282  |z (OCoLC)857081220  |z (OCoLC)900464506  |z (OCoLC)912298711  |z (OCoLC)987730783  |z (OCoLC)988488791  |z (OCoLC)995780271 
100 1 |a Schultz, John Roland,  |d 1939-  |1 https://id.oclc.org/worldcat/entity/E39PCjtWpmWrJb8FdJTyfQphpd 
245 1 0 |a Four-cornered leadership :  |b a framework for making decisions /  |c John Roland Schultz. 
260 |a Boca Raton :  |b CRC Press,  |c 2013. 
300 |a 1 online resource 
336 |a text  |b txt  |2 rdacontent 
337 |a computer  |b c  |2 rdamedia 
338 |a online resource  |b cr  |2 rdacarrier 
506 |a Plný text je dostupný pouze z IP adres počítačů Univerzity Tomáše Bati ve Zlíně nebo vzdáleným přístupem pro zaměstnance a studenty 
520 |a "W. Edwards Deming once stated that the job of management is not supervision but leadership. He also concluded that capable leaders were those who understood and applied the System of Profound Knowledge. This book examines this system and describes competencies that set the stage for its application. Illustrating the power relationship between leaders and followers, the book analyzes each of the four elements of the system of profound knowledge in relation to prevailing management and organizational theory. Filled with examples and tables to reinforce key concepts, this book is the perfect guide for anyone trying to achieve sustainable change"--  |c Provided by publisher 
520 |a "Preface Is leadership a role or a mind- set? Are there differences that separate leaders from managers? These are questions that frequently arise when people attempt to define leadership. It is a topic that arouses emotions and brings out many competing viewpoints. The opinions offered usually diverge over a continuum, with one end grounded in research and the other in perception. This book is about leadership. It describes a set of competencies that are based on four core principles that convey very different assumptions about people and organizations. Leadership in this case is about action and the knowledge that is gained when ideas are tested through practice. It is knowing how interdependencies affect the system people work in, knowing how variation--the normal difference between process contingencies--affects system stability and instability, knowing how people learn and develop so organizational capability can be increased, and knowing how individual behaviors can be structured and aligned toward the organization's common good. A distinctive way for viewing leadership is presented, one that is based on learning and continual modification in response to prevailing conditions. Goals are accomplished without force. People are brought onboard in a common effort toward shared sacrifice, struggle, and rewards. Effective leadership is the result of practical application. It is recognized and honored after the fact because events have demonstrated an ability to bring about meaningful change"--  |c Provided by publisher 
504 |a Includes bibliographical references and index. 
505 0 |a 1. Leadership defined -- 2. Understand the importance of system interdependencies -- 3. Understand why people behave as they do -- 4. Understand how people learn, develop, and improve -- 5. Understand the variability of work -- 6. Give meaning, purpose, and direction to the job at hand -- 7. Manage the dynamics, interdependencies, and interactions. 
590 |a Knovel  |b Knovel (All titles) 
650 0 |a Leadership. 
650 0 |a Decision making. 
655 7 |a elektronické knihy  |7 fd186907  |2 czenas 
655 9 |a electronic books  |2 eczenas 
776 0 8 |i Print version:  |a Schultz, John Roland, 1939-  |t Four-cornered leadership.  |d Boca Raton : CRC Press, 2013  |z 9781466592896  |w (DLC) 2013025259  |w (OCoLC)852031408 
856 4 0 |u https://proxy.k.utb.cz/login?url=https://app.knovel.com/hotlink/toc/id:kpFCLAFMDE/four-cornered-leadership?kpromoter=marc  |y Full text 

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