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Inspirational manager: how to build relationships that deliver results

Author: Leary-Joyce, Judith Publisher: Prentice Hall, 2007. ; Pearson , 2007.Language: EnglishDescription: 270 p. : Photos ; 24 cm.ISBN: 9780273712510Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Asia Campus
Main Collection
Print HD6951.2 .L43 2007
(Browse shelf)
900186032
Available 900186032
Total holds: 0

Includes bibliographical references and index

Digitized

Contents Inspirational Manager Inspirational Manager About the author Foreword Acknowledgements xi xii xiv 1 It's got to be better than this! The benefits of being an inspirational manager The Field of Dreams Now over to you 2 What it takes to be an inspirational manager So you want to be an inspirational manager What sort of manager are you? Summary Action plan 3 The beliefs of an inspirational manager What inspirational managers believe in The benefits of being an inspirational manager Managing upwards in an inspirational way Summary Action plan 4 Keep on learning Developing your emotional muscle Where w i l l I find this learning? Yourself as a role model Summary Action plan 5 Focusing your attention Why focus matters Identifying your natural focus Crisis of focus Can I have balanced focus and still be ambitious? Summary Action plan 6 The inspirational manager as coach The difference between coaching and mentoring Using a coaching style The purpose of coaching Coaching interventions Stages in a coaching session Giving advice Summary Action plan 7 Building inspirational teams The team's framework Developing your own team style Summary Action plan 8 The performance management process Performance management feels very demanding The essence of inspirational performance management Setting up inspirational performance management Examples of inspirational performance management The inspirational performance management process Limit the number of direct reports Summary Action plan 9 Making the most of delegation What is delegation? Assess your workload The process of delegation Making the best use of mistakes Summary Action plan 10 Managing your talent Stages of talent management How w i l l I fit it a l l in? Lack of opportunity in the organisation Summary Action plan 11 Holding the tough conversations Addressing performance issues Delivering a tough message The final call Summary Action plan 12 Recruiting the best How to recruit the best How inspirational managers interview So you find the right person, then what? Summary Action plan 13 Building recognition into your day Find your own Limits Do fun and work mix? Getting to grips with validation How to celebrate success Making recognition part of the working day Involving family and friends A final word Summary Action plan 14 The leader in every manager What is the difference between leading and managing? The inspirational manager as leader Summary Action plan Appendix 1: Who are these inspirational managers? Appendix 2: Inspiration Inspirational managers share their sources of inspiration Useful addresses Books to read Index 265

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