Liderança. Métodos, modelos e teorias (A-Z)


Appreciative Inquiry Cooperrider

Attributes of Management Excellence Peters

Attribution Theory Heider

Bases of Social Power French Raven

Beyond Budgeting Fraser

Centralization e Decentralization

Change Approaches Kotter

Change Behavior Ajzen

Change Equation Beckhard

Change Management Iceberg

Change Phases Kotter

Changing Organization Cultures Trice Beyer

Charismatic Leadership Weber


Competing Values Framework Quinn

ContingencyTheory Vroom

Core Group Theory Art Kleiner

Crisis Management

Cultural Dimensions Hofstede

Cultural Intelligence Early

Culture Levels Schein

Dimensions of Change Pettigrew Whipp

Dimensions of Relational Work Butler

Emotional Intelligence Goleman


ERG Theory Alderfer

Expectancy Theory Vroom

Five Disciplines Senge

Force Field Analysis Lewin

Forget Borrow Learn Govindarajan Trimble

Framing Tversky

Groupthink Janis

Growth Phases Greiner

Modelo de Hagberg de Power pessoal

Hierachy of Needs Maslow

Instrumental Approach of Stakeholder Theory

Intrinsic Stakeholder Commitment

Leadership Continuum Tannenbaum

Encanamento da Liderança Drotter

Leadership Styles Goleman

Leadership Styles House

Level 5 Leadership Collins

Leveraged Buy-out

Levers of Control Simons

Management Buy-out

Management by Objectives Drucker

Managerial Grid Blake Mouton

Managing for Value McTaggart


Moral Purpose Mourkogiannis

Normative Approach of Stakeholder Theory

OODA loop Boyd

Organizational Configurations Mintzberg

Carta de organização

PAEI management roles

Parenting Advantage Goold Campbell

Parenting Styles Goold Campbell

Path-Goal Theory House

Performance Prism

Portfolio Analysis


Positive Deviance Pascale Sternin


Result Oriented Management

Results-based Leadership Ulrich

SECI model Nonaka Takeuchi

Empregado-Liderança Greenleaf

Seven Habits Covey

Sete sinais do colapso ético Jennings

Seven Surprises Porter

Situational Leadership Hersey Blanchard

SMART Drucker

Social Intelligence

Spiral Dynamics Graves

Stakeholder Value Perspective

Strategic Intent Hamel Prahalad

Strategic Stakeholder Management

Adicione um método / modelo

Ten Schools of Thought Mintzberg

Theory of Constraints Goldratt

Theory of Mechanistic and Organic Systems Burns

Teoria das necessidades McClelland

Theory of Reasoned Action Ajzen Fishbein

Theory X Theory Y McGregor

Theory Z Ouchi

Gerência da rotação

Twelve Principles of the Network Economy Kelly

Two Factor Theory Hertzberg

Value Based Management

Value Disciplines Treacy Wiersema

Whole Brain Model Herrmann



Fórum de Liderança (37 tópicos) Ajuda
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  Leading Diversity
Hi everyone, I am a PhD student in Management (Diversity) and at the early stage of my research. I will be looking at one of South Africa's post Apartheid transformation program, BBBEE, whose overall aim is to give opportunity to the previously disad...

10 Differences Between a Boss and a Leader

I would like to start this article with a simple quote: "Every Leader is a Boss, but Every Boss is not a Leader"
To build our understanding of this topic, let's focus on some typical DIFFERENCES between the two categories mentioned:

Leadership Impact

There are an unlimited number of leadership conversations on every Leadership platform. There are few asking the question of leaders, "What do they believe their IMPACT is on their organization; its people; its customer/clients; its systems; the pres...

Can a Sports Team Leader Become a Business Leader?

In a world where, everyday, there are constant calls for more effective leaders, better leadership or even leadership, one cannot help but lament on the fact that we have so many great sports team leaders and captains, then why can't they be as good ...

Leadership is a Lifestyle and not Just a Work-style...

Far too often I find myself hitting a brick wall when I meet people that believe that you can put on Harry Potters magic cloak when you come into the office and suddenly become a leader.
Leadership begins at home and grows into the workplace....

Leadership and Trust: the Trustworthy Leader

A thought worth sharing with you all: Amy Lyman, author of ‘ 

HOW Does a Leader Create (true) Followers?

What is exactly is the quality of leaders to have followers? I want to have insight how do leaders create true followers?...

A Leader is Someone Who Has Followers...

A key issue that is sometimes overlooked is that a leader is a leader when, and only when (s)he has followers. These followers will follow the leader if:
1. The followers think that the leader wants there well-being (compare  

Effective versus Strong Leadership

At the heart of every successful organisation or group is the driving force of effective leadership. "Everything rises and falls on leadership" (Maxwell, The 21 Indispensable Qualities of a Leader, 1993). Weak leadership can wreck the sound...

Leadership Styles in Schools

What leadership styles are required to be exhibited by educational leaders such as deans, heads of schools and principals of high schools?...

Machiavellian Management Style

While I was reading a book on Machiavellianism with unusual interest, my 13-year old daughter asked what is this all about. Usually I like such questions and I encourage them to ask such questions. My son also joined his sister...
To maintain th...

So Many Leadership Theories...

There are so many theories of leadership from Trait to Servant Leadership theory... Leadership varies according to the context, but what is in general the most prevalent leadership theory today?...

Leadership Definitions

Leadership has been described as "The process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task."
Definitions more inclusive of followers have also emerged:
Alan Keith...

Why Should one be a Leader?

After studying some of the threads I somewhat miss the discussion "Why are we leaders?" Ownership leaders are of course obvious. Is it the role as manager or is it the own personal development that is the driving factor for entering the leader...

Attributes of a Personal / Executive Assistant

I'm interested to learn from members that serve on either executive committees or boards of global companies: what are the common attributes you look for when planning to employ a Personal Assistant? (not a secretary).
Which 3 are a must ...

Leadership Perceptions and Competency

In addition to leadership perception we also need to look closely at available leadership competency. The available depth and breath of executive competency will determine the height of the 'barrier of complexity' that needs to be routinely scaled by...

Identifying Leadership Competencies

Do you have any organisation which trains assistant managers / managers / senior managers / assistant vice presidents on some identified leadership competencies. If yes, how is it that you are doing it and what competencies are you training them on. ...

Multifaceted Leadership

Why should organisations prefer multifaceted leaders than those who are not?...

What is the Optimal Span of Control?

Many management writers seem to agree that the optimum span of management is 4 to 8 surbordinates. Can we agree on this?...

Leadership and Silent Individuals

Some authors say that leadership is born not created,
Some say it can be created through practice and applying certain principles.
But as per my research it is really difficult to learn it by controlling all our emotional feelings and devel...
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