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Full leadership development : building the vital forces in organizations / Bruce J. Avolio.

By: Avolio, Bruce JMaterial type: TextTextSeries: Advanced topics in organizational behaviorPublication details: Thousand Oaks, Calif. : Sage Publications, c1999. Description: xiv, 234 p. : ill. ; 24 cmISBN: 0761906029 (acidfree paper); 0761906037 (pbk. : acidfree paper)Subject(s): LeadershipDDC classification: 658.4092 LOC classification: HD57.7 | .A95 1999Online resources: Publisher description | Table of contents only
Contents:
Building leadership relationship developing a compact of understanding -- Many sides and levels to the leadership process -- Full range view of leadership development and potential -- Are leaders born versus made? Well, yes -- Viewing leadership at many levels -- If we really need to do it, then what is shared leadership? -- Building the context to embed a transformational leadership system -- Principles at the core of the full range model, which rose to the to over and over -- It's not leadership if it impacts performance directly -- Several strange places to learn about leadership development -- This is the last chapter! the end and then the beginning.
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Holdings
Item type Current library Call number Status Notes Date due Barcode
Books Books Bangladesh Public Administration Training Centre Library
General Stacks
658.4092 AVF 1999 (Browse shelf(Opens below)) Available Maisha 89222
Books Books Bangladesh Public Administration Training Centre Library
General Reading Room
658.4092 AVF 1999 (Browse shelf(Opens below)) Available Momiul 89802

Includes bibliographical references (p. 211-223) and index.

Building leadership relationship developing a compact of understanding -- Many sides and levels to the leadership process -- Full range view of leadership development and potential -- Are leaders born versus made? Well, yes -- Viewing leadership at many levels -- If we really need to do it, then what is shared leadership? -- Building the context to embed a transformational leadership system -- Principles at the core of the full range model, which rose to the to over and over -- It's not leadership if it impacts performance directly -- Several strange places to learn about leadership development -- This is the last chapter! the end and then the beginning.

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