Лидерство

   

Лидерство. Методы, модели и теории (А-Я)

Лидерство


Appreciative Inquiry (Восприимчивое дознание) Cooperrider

Attributes of Management Excellence (Признаки превосходства в управлении) Peters

Attribution Theory (Теория атрибуции) Heider

Bases of Social Power (Основания социальной власти) French Raven

Beyond Budgeting (Вне бюджетирования) Fraser

Centralization (Централизация) и Decentralization (Децентрализация)

Change Approaches (Подходы к изменениям) Kotter

Change Behavior (Поведение перемен) Ajzen

Change Equation (Уравнение перемен) Beckhard

Change Management Iceberg (Айсберг управления изменениями)

Change Phases (Фазы перемен) Kotter

Changing Organization Cultures (Изменение организационных культур) Trice Beyer

Charismatic Leadership (Харизматическое лидерство) Weber

Coaching (Коучинг)

Competing Values Framework (Концепция конкурирующих ценностей) Quinn

Contingency Theory (Теория обстоятельств) Vroom

Core Group Theory (Теория центральной группы) Art Kleiner

Crisis Management (Антикризисное управление)

Cultural Dimensions (Культурные измерения) Hofstede

Cultural Intelligence (Культурный интеллект) Early

Culture Levels (Культурные уровни) Schein

Dimensions of Change (Параметры перемен) Pettigrew Whipp

Dimensions of Relational Work (Аспекты реляционной работы) Butler


Emotional Intelligence (Эмоциональный интеллект) Goleman

EPIC ADVISERS (ЭПИЧЕСКИЕ СОВЕТНИКИ) Banhegyi

ERG Theory (Теория ERG) Alderfer

Expectancy Theory (Теория ожиданий) Vroom

Five Disciplines (5 дисциплин) Senge

Force Field Analysis (Анализ силового поля) Lewin

Forget Borrow Learn (Забыть, занять, выучить) Govindarajan Trimble

Framing (Фрейминг) Tversky

Groupthink (Групповое мышление) Janis

Growth Phases (Фазы роста) Greiner

Model of Personal Power (Модель личной власти) Hagberg

Hierarchy of Needs (Иерархия потребностей) Maslow

Instrumental Approach of Stakeholder Theory (Инструментальный подход к теории заинтересованных кругов)

Intrinsic Stakeholder Commitment (Действительная приверженность интересам заинтересованных сторон)

Leadership Continuum (Континуум лидерства) Tannenbaum

Leadership Pipeline (Канал лидерства) Drotter

Leadership Styles (Стили лидерства) Goleman

Leadership Styles (Стили лидерства) House

Level 5 Leadership (Лидерство 5 уровня) Collins

Leveraged Buy-out (Выкуп за счет кредита)

Levers of Control (Рычаги управления) Simons

Management Buy-out (Внутренний управленческий выкуп)

Management by Objectives (Управление по задачам) Drucker

Managerial Grid (Таблица стилей руководства) Blake Mouton

Managing for Value (Управление ради ценности) McTaggart


Mentoring (Менторинг)

Moral Purpose (Нравственная цель) Mourkogiannis

Normative Approach of Stakeholder Theory (Нормативный подход к теории заинтересованных кругов)

OODA Loop (Цикл OODA) Boyd

Organizational Configurations (Организационные конфигурации) Mintzberg

Organization Chart (Схема организационной структуры)

PAEI management roles (Роли управления PAEI)

Parenting Advantage (Преимущество родства) Goold Campbell

Parenting Styles (Типы родства) Goold Campbell

Path-Goal Theory (Теория соответствия целей и средств) House

Performance Prism (Призма эффективности)

Portfolio Analysis (Портфельный анализ)

POSDCORB Gulick

Positive Deviance (Позитивное отклонение) Pascale Sternin

RACI (RASCI)


Result Oriented Management (Менеджмент, ориентированный на результат)

Results-Based Leadership (Лидерство, основанное на результатах) Ulrich

SECI model (Модель SECI) Nonaka Takeuchi

Servant-Leadership (Служащий-лидер) Greenleaf

Seven Habits (7 привычек) Covey 

Seven Signs Of Ethical Collapse (7 признаков нравственного упадка) Jennings

Seven Surprises (7 неожиданностей) Porter

Situational Leadership (Ситуативное лидерство) Hersey Blanchard

SMART (ТЕХНОЛОГИЯ SMART) Drucker

Social Intelligence (Социальный интеллект)

Spiral Dynamics (Динамика спирали) Graves

Stakeholder Value Perspective (Перспектива стоимости с точки зрения заинтересованных сторон)

Strategic Intent (Стратегический замысел) Hamel Prahalad

Strategic Stakeholder Management (Стратегическое управление заинтересованными сторонами)


Добавьте метод / модель


Ten Schools of Thought (10 школ мысли) Mintzberg

Theory of Constraints (Теория ограничений) Goldratt

Theory of Mechanistic and Organic Systems (Теория механистических и органических систем) Burns

Theory of Needs (Теория потребностей) McClelland

Theory of Reasoned Action (Теория обоснованного действия) Ajzen Fishbein

Theory X Theory Y (Теория X Теория Y) McGregor

Theory Z (Теория Z) Ouchi

Turnaround Management (Финансовая реструктуризация)

Twelve Principles of the Network Economy (12 принципов сетевой экономики) Kelly

Two Factor Theory (Двухфакторная теория) Herzberg

Value Based Management (Ценностно-ориентированное управление)

Value Disciplines (Ценностные дисциплины) Treacy Wiersema

Whole Brain Model (Общая модель мозга) Herrmann

больше

 
Лидерство Форум
  Лидерство и обладание
Наше исследование (автором являюсь я и мой колега R. Chandrashekar) показывает на то, что «лидерство без обладания» не существует. Мы дискутиров...
     
 
  Неполный лидер
В HBR от 7 февраля я нашел новый взгляд на методы лидерства в статье Deborah Ancona c.s. Она утверждает, что ни один человек и ни один лидер не соверш...
     
 
  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...
     
 
  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 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?...
     
 
  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?...
     
 

Лидерство Сообщество по интересам


Сообщество по интересам

Лидерство Образование & Мероприятия


Поиск тренингов, семинаров и мероприятий


Лучшие Лрактики - Лидерство Премиум
  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 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...
     
 
  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 ...
     
 
  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 Laws Through all Times
Hi everyone, does anybody here know irrefutable laws of leadership? Please share them......
     
 
  You can Lead Without the Title
Well, the subject title is not exactly mine, but from Robin Sharma, who is a well know leadership person.
What I like about this subject is that to achieve anything in life one has to perform like a leader. The title should not matter to perform...
     
 
  Are Leaders Born or Made?
Related Learning
 
   
 
  Attributes of Leaders | Leadership Attributes
I'd like to give some basic attributes on leadership that run on all fields of corporates. In my view, attributes of high quality leadership are:
A. Forming and inspiring a shared vision
inspiring people to achieve more
B. Open ...
     
 
  New Management Position? Avoid Quick Win Traps
Of course, realizing quick wins is important when you're in a new management job. By doing so you reassure your boss that he made the right promotion / hiring decision, you convince your employees that they can have confidence in you, and you show to...
     
 
  Unlearning and Leadership
Unlearning is more important than learning for modern leaders. Leaders can have no appreciation of understanding the situations of the 21st century without full control on unlearning. Unlearning has to be made integral part of decision maki...
     
 
  Management and Leadership
Warren Bennis, the leadership guru has differentiated leadership from management with two simple acronyms:
1. The management acronym POEM means: Plan, Organise, Execute and Monitor and Measure. This is quite different from
2...
     
 
  Leadership And Ownership
Our research (my co-researcher R. Chandrashekar and myself) shows that Leadership without Ownership does not exist.
We used to debate as to whether "Leadership is a myth or not". Myth generates false hopes and hope is HOPE, whether false ...
     
 
  Leadership is context specific
Leadership is context specific. There is no such thing as 'global leadership'. Experience of leaders in different fields has proven this. It is about clarity of purpose in a given context (business, organization building) and achieving the goal, full...
     
 
  The Glass Ceiling: Leadership Barriers for Women
According to a study by catalyst.org, gender stereotyping is one of the key barriers to womens advancement in corporate leadership. It leaves women with limited, conflicting, and often unfavorable options no matter how they choose to l...
     
 
  The Incomplete Leader
I noticed a new perspective on leadership methods in HBR Feb 07 by Deborah Ancona c.s. She argues no human being is perfect and no leader can be perfect. So maybe its for the best to stop trying to be a perfect leader. Leaders should find others w...
     
 

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