La Leadership

Studiare e apprendere Leadership. Metodi, modelli e teorie (A-Z)

Benvenuti al centro di conoscenza «Leadership»:

Metodi, modelli e teorie
Comunità di interesse
Forum
Migliori Pratiche

Per favore iscriviti ora. È gratis.

Accedi

Leadership

Appreciative Inquiry (Inchiesta Elogiativa) Cooperrider

Attributi di Eccellenza della Gestione Peters

Attribution Theory (Teoria della Attribuzione) Heider

Bases of Social Power (Basi del Potere Sociale) French Raven

Beyond Budgeting Fraser

Centralizzazione e Decentralizzazione

Change Approaches (Approcci al Cambiamento) Kotter

Change Behavior (Comportamenti del Cambiamento) Ajzen

Change Equation (Equazione del Cambiamento) Beckhard

Change Management Iceberg

Change Phases (Fasi del Cambiamento) Kotter

Changing Organization Cultures (Cambiare la Cultura Organizzativa) Trice Beyer

Charismatic Leadership (Leadership Carismatica) Weber

Coaching

Competing Values Framework (Struttura dei Valori Competenti) Quinn

Contingency Theory (Teoria della Contingenza) Vroom

Core Group Theory (Teoria del Gruppo Centrale) Art Kleiner

Crisis Management (Gestione delle Crisi)

Cultural Dimensions (Dimensioni Culturali) Hofstede

Cultural Intelligence (Intelligenza Culturale) Early

Culture Levels (Livelli Culturali) Schein

Dimensions of Change (Dimensioni del Cambiamento) Pettigrew Whipp

Dimensions of Relational Work (Dimensioni del Lavoro Relazionale) Butler

Emotional Intelligence (Intelligenza Emotiva) Goleman

CONSIGLIERI EPICI Banhegyi

ERG Theory Alderfer

Expectancy Theory (Teoria della Aspettativa) Vroom

Five Disciplines (Cinque Discipline) Senge

Force Field Analysis (Analisi del Campo di Forza) Lewin

Forget Borrow Learn (Dimenticare, Prendere in Prestito ed Imparare) Govindarajan Trimble

Framing Tversky

Groupthink (Pensiero di Gruppo) Janis

Growth Phases (Fasi di Crescita) Greiner

Modello del Potere Personale di Hagberg

Hierarchy of Needs (Gerarchia dei Bisogni) Maslow

Instrumental Approach of Stakeholder Theory (Approccio Strumentale della Teoria dello Stakeholder)

Impegno Intrinseco degli Stakeholders

Leadership Continuum Tannenbaum

Leadership Pipeline Drotter

Stili di Leadership Goleman

Leadership Styles (Stili di Leadership) House

Level 5 Leadership (Leadership di Livello 5) Collins

Leveraged Buy-out

Levers of Control (Leve del Controllo) Simons

Management Buy-out

Management by Objectives (Gestione per Obiettivi) Drucker

Managerial Grid Blake Mouton

Managing for Value McTaggart

Mentoring

Moral Purpose (Scopo Morale) Mourkogiannis

Normative Approach of Stakeholder Theory (Approccio Normativo della Teoria dello Stakeholder)

OODA Loop Boyd

Organizational Configurations (Configurazioni Organizzative) Mintzberg

Organization Chart (Organigramma)

PAEI management roles (ruoli manageriali PAEI)

Parenting Advantage Goold Campbell

Parenting Styles (Stili di Parenting) Goold Campbell

Path-Goal Theory (Teoria Percorso-Obiettivo) House

Performance Prism (Prisma delle Performance)

Portfolio Analysis (Analisi del Portafoglio)

POSDCORB Gulick

Positive Deviance (Devianza Positiva) Pascale Sternin

RACI (RASCI)

Result Oriented Management (Gestione Orientata ai Risultati)

Results-Based Leadership (Leadership Basata sui Risultati) Ulrich

SECI model Nonaka Takeuchi

Servant-Leadership Greenleaf

Seven Habits (I Sette Pilastri del Successo) Covey

Seven Signs Of Ethical Collapse (Sette Segni del Crollo Etico) Jennings

Seven Surprises (Sette Sorprese) Porter

Situational LeadershipⓇ (Leadership Situazionale) Hersey Blanchard

SMART Drucker

Social Intelligence

Spiral Dynamics (Dinamiche a Spirale) Graves

Stakeholder Value Perspective (Prospettive di Valore per gli Stakeholder)

Strategic Intent (Intento Strategico) Hamel Prahalad

Strategic Stakeholder Management (Gestione Strategica degli Stakeholder)

Aggiungi un metodo/modello

Ten Schools of Thought (Le Dieci Scuole di Pensiero) Mintzberg

Theory of Constraints (Teoria dei Vincoli) Goldratt

Theory of Mechanistic and Organic Systems (Teoria del Sistemi Meccanicistici ed Organici) Burns

Theory of Needs (Teoria dei Bisogni) McClelland

Theory of Reasoned Action (Teoria della Azione Ragionata) Ajzen Fishbein

Teoria X Teoria Y McGregor

Teoria Z Ouchi

Turnaround Management

Twelve Principles of the Network Economy (Dodici Principii della Network Economy) Kelly

Two Factor Theory (Teoria dei Due Fattori) Herzberg

Value Based Management

Value Disciplines (Discipline del Valore) Treacy Wiersema

Whole Brain Model Herrmann

più

Community di Interessi

Unirsi

Community di Interessi Leadership .

Community di Interessi (702 membri)

Forum

Nuovo Argomento

Forum sul Leadership.

Il Leader Incompleto
Ho notato una nuova prospettiva sui metodi di L descritti nella HBR del Feb. '07 da Deborah Ancona. L'autrice s (...)

🔥	NUOVO L e Proprietà La nostra ricerca (il mio co-ricercatore R. Chandrashekar ed io) dimostra che “La L senza Proprietà„ non esiste (...) 4

The Glass Ceiling: L Barriers for Women
According to a study by catalyst.org, gender stereotyping is one of the key barriers to women’s advancement in corporate (...)

22 commenti

L Lessons: Why Did Trump Win in 2016?
Donald Trump will be the next (Republican) US President... His win over (Democratic) rival Hillary Clinton surprised the (...)

57 commenti

Difference Between Management and L
I want to ask what is the difference between management and L and which of them is more important. (...)

1 commenti

What is Triadic L? Harnessing Knowledge, Trust and Power.
Effective leaders harness three forces: knowledge, trust and power.
The first force in the triad of L is k (...)

2 commenti

L Impact
There are an unlimited number of L conversations on every L platform. There are few asking the questio (...)

4 commenti

Leading a Consulting Firm, Law Firm or Accountancy Firm
L in a professional service firm requires more than energizing followers around a vision. According to Professo (...)

Inizia un nuovo argomento del forum sul Leadership. Maggiori informazioni.

Migliori Pratiche

Registrati

Gli argomenti più votati su Leadership. Qui troverai le idee più preziose e suggerimenti pratici.

Management versus L
Warren Bennis, the L guru has differentiated L from management with two simple acronyms:
1. The m (...)

119

101 commenti

The Incomplete Leader
I noticed a new perspective on L methods in HBR Feb 07 by Deborah Ancona c.s. She argues no human being is perf (...)

9 commenti

L And Ownership
Our research (my co-researcher R. Chandrashekar and myself) shows that L without Ownership does not exist.
(...)

8 commenti

L Definitions
L has been described as "The process of social influence in which one person can enlist the aid and support of (...)

30 commenti

L is context specific
L is context specific. There is no such thing as 'global L'. Experience of leaders in different fields (...)

6 commenti

So Many L Theories...
There are so many theories of L from Trait to Servant L theory... L varies according to the c (...)

6 commenti

Identifying L Competencies
Do you have any organisation which trains assistant managers / managers / senior managers / assistant vice presidents on (...)

1 commenti

Machiavellian Management Style
While I was reading a book on Machiavellianism with unusual interest, my 13-year old daughter asked what is this all abo (...)

10 commenti

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 (...)

8 commenti

L Perceptions and Competency
In addition to L perception we also need to look closely at available L competency. The available dept (...)

1 commenti

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 (...)

34 commenti

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 t (...)

9 commenti

Are Leaders Born or Made?
Hello everybody, what is your opinion: is L a god-given gift which comes naturally with birth, or can it be gat (...)

60 commenti

Effective versus Strong L
At the heart of every successful organisation or group is the driving force of effective L. "Everything rises a (...)

16 commenti

Multifaceted L
Why should organisations prefer multifaceted leaders than those who are not? (...)

1 commenti

Unlearning and L
Unlearning is more important than learning for modern leaders. Leaders can have no appreciation of understanding the sit (...)

16 commenti

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 fol (...)

35 commenti

3 Levels of L
Always keep in mind that organizational L has to be taken as executing capabilities at three levels:
- ind (...)

1 commenti

Attributes of Leaders | L Attributes
I'd like to give some basic attributes on L that run on all fields of corporates. In my view, attributes of hig (...)

8 commenti

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 (...)

20 commenti

Establishing Self-L in Organizations
A culture of self-L in the organization leads to less dependency and promotes responsible, active, motivated an (...)

3 commenti

L and Trust: the Trustworthy Leader
A thought worth sharing with you all: Amy Lyman, author of ‘The Trustworthy Leader writes:
Trustworthy leaders…unde (...)

14 commenti

Irrefutable L Laws Through All Times
Hi everyone, does anybody here know irrefutable laws of L? Please share them... (...)

7 commenti

Challenges for Leaders Today
What do you think are the main challenges for a manager-leader in business today? (...)

9 commenti

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 or (...)

10 commenti

You can Lead Without the Title
Well, the subject title is not exactly mine, but from Robin Sharma, who is a well know L person.
What I li (...)

7 commenti

L Styles in Schools
What L styles are required to be exhibited by educational leaders such as deans, heads of schools and principal (...)

18 commenti

Management Theory of Rosabeth Moss Kanter
I am currently doing a Level 5 management course and we are looking at theories but I have to look at Kanter but cant fi (...)

5 commenti

L and Silent Individuals
Some authors say that L is born not created,
Some say it can be created through practice and applying cert (...)

9 commenti

(How) can one recognize a bad CEO upfront?
Is it possible to see upfront if a CEO is likely to perform bad after (s)he is appointed? (...)

6 commenti

Can a Sports Team Leader Become a Business Leader?
In a world where, everyday, there are constant calls for more effective leaders, better L or even L, o (...)

18 commenti