By Mark Thomas
A one-stop consultant to the world's key writers on management, their idea and contribution. It contains: an replace of the new subject matters and matters that dominate the management schedule; a list of the most specialists from Adair to solar Tzu, their major options and ways; a short advisor to a couple of the world's present and up to date company leaders; and a compendium of management checklists for constructing talents and competencies.Gurus contain: John Adair, Warren Bennis, Robert Blake, Jane Mouton, Ken Blanchard, Peter Drucker, Daniel Goleman, Chris Keeble, Nicolo Machiavelli, Douglas McGregor, John Kotter, Manfred Kets de Vries, James M Kouzes, Barry Posner, David McClelland, W. J. Reddin Tannenbaum; Schmidt management Continuum; and Abraham Zalenik.
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Extra info for Gurus on Leadership (Gurus On...)
The individual and a large sum of cash disappeared from the company. Who can honestly say that they admire the way in which the former corporate leaders of Equitable Life treated the policyholders and pensioners – people who had saved diligently for years only to see their savings and pensions destroyed? Who indeed feels comfortable buying any financial services product after the pensions and endowment mortgages miss-selling scandals of the ‘80s and ‘90s? In fact where were the brilliantly clever actuaries when the sales and marketing directors were reporting record sales of these products?
The fact is our leaders now choose to operate in environments that are very controlled; where people are selected for their ability to show respect and stay on message. It is said that Tony Blair will not be interviewed by the infamous BBC Today radio programme because of the tough and critical questioning stance they take on political issues. The very same sort of problem that perhaps was responsible for the Enron debacle – show respect and deference to authority and you get on, speak out and your career suffers or, in the world of political commentary, you won’t get the right access or inside news.
To some extent the approach is sub-optimal as it always seeks an acceptable compromise. 9 TEAM MANAGER This style describes the manager who effectively integrates people around the task demands. They always seek the optimal solution and motivate people through a sense of challenge in achieving goals and tasks. This manager liberates and empowers others through a desire for accomplishment. People are encouraged to own their work and solutions thereby generating high levels of commitment and morale.