000			02098nam a22002417a 4500
003			OSt
005			20211207142456.0
008			120530t xxu||||| |||| 00| 0 eng d
024			_a1453901091314
040			_cLC
050			_aHD57.7.L86
100			_qLoree, David
245			_aLeading people and organizations. / _cDavid Loree & Charlice Hurst
246			_aMBA 9102 2014/2015 - Module 1
260			_aLondon, Ontario: _bIvey Business School, _c2014.
300			_a[various pagings].: _bill.;
490			_3Business case studies
505			_aContents: Learning the art of critical thinking -- Leadership run amok: The destructive potential of overachievers -- Leadership in work teams -- Identity in teams -- The leadership wheel instrument -- The leadership wheel workbook -- A note on team process -- Lessons from Everest: The interaction of cognitive bias, psychological safety, and system complexity -- Turn the job you have into the job you want -- Rob parson at Morgan Stanley (A) -- Elise Smart -- Fear of feedback -- A better way to deliver bad news -- Coaching for exceptional performance workshop -- Coaching the alpha male -- Active coaching and follow-up: getting down to business -- Erik Peterson at biometra (A) -- Avoiding the mistakes that plague new leaders -- Becoming the boss -- John Gilman’s review (A) -- Risky business of hiring stars -- How to motivate your problem people -- Decoding resistance to change -- Leading change: why transformation effort fail -- GE’s two-decade transformation: Jack Welch’s leadership -- Building competitive advantage through people -- Cracking the code of change -- WestJet: Building a high engagement culture -- Leading by leveraging culture – What engages the employees the most or, the ten C’s of employees engagement – Leading change at Simmons(A) -- Seven practices of successful organizations -- Harnessing the science of persuasion -- Nwe York bakery (A) -- What to ask the person in the mirror --
653			_aLeadership
700			_qHurst, Charlice
710			_bIvey Business School
942			_2lcc _cBK
999			_c8204 _d15704