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Selling Yourself Without Selling Out: A Leader's Guide to Ethical Self-Promotion

by Center of Creative Leadership, Gina Hernez-Broome & Cindy McLaughlin

High-performing individuals and groups are often not adequately recognized for their contributions. The antidote to being overlooked or underestimated is self-promotion—the act of generating personal visibility...


Maintaining Team Performance

by Center of Creative Leadership, Kim Kanaga & Henry Browning

Between the time a team is launched and the time it delivers results, managers need to know that the team is on course. Whether they have launched a team to achieve a business objective or have inherited a team,...


Managing Conflict with Direct Reports

by Center of Creative Leadership, Barbara Popejoy & Brenda J. McManigle

Conflict is inevitable when people work together, and it’s one of the most difficult challenges facing managers. But it’s a challenge that successful leaders learn to address. Managers who develop an understanding...


Building Resiliency: How to Thrive in Times of Change

by Center of Creative Leadership, Mary Lynn Pulley & Michael Wakefield

It may be human nature to resist change—particularly when it’s delivered as a hardship, disappointment, or rejection. But by developing resiliency managers can not only survive change, but also learn, grow,...


Three Keys to Development: Defining and Meeting Your Leadership Challenges

by Center of Creative Leadership, Henry Browning & Ellen Van Velsor

During the course of your career, you are likely to have many different kinds of developmental experiences. You may be assigned to or seek out a challenging position that tests your limits. You may establish...


Active Listening: Improve Your Ability to Listen and Lead

by Center of Creative Leadership & Michael H. Hoppe

Active listening is a person’s willingness and ability to hear and understand. At its core, active listening is a state of mind that involves paying full and careful attention to the other person, avoiding...


Leading Dispersed Teams

by Center of Creative Leadership, Michael E. Kossler & Sonya Prestridge

This is a book about leading dispersed teams—teams that are made up of people who don’t work in the same geographical area. Such teams don’t often meet face-to-face. Usually their members are separated...


Making Creativity Practical: Innovation That Gets Results

by Center of Creative Leadership, Stanley S. Gryskiewicz & Sylvester Taylor

Creative solutions can be challenged and defended in the pursuit of profitability. But first, creativity must be demystified. A process that targets innovation provides leaders with just such a problem-solving...


America's New Future: 100 New Answers

by Doris Lee McCoy

McCoy has collected the opinions and ideas of such noted figures as Steve Forbes, J.W. Marriott, Patricia Schroeder, and others, who offer their wisdom on such crucial issues as business practices, health, and...


The Courageous Follower: Standing Up to and for Our Leaders

by Ira Chaleff

Many significant failures-from FEMA's response to Hurricane Katrina to the recent economic collapse-could have been prevented or mitigated if those lower in the hierarchy were successful at communicating to...


The Decision to Trust: How Leaders Create High-Trust Organizations

by Robert F. Hurley

A proven model to create high-performing, high-trust organizations

Globally, there has been a decline in trust over the past few decades, and only a third of Americans believe they can trust the government, big...


One Piece of Paper: The Simple Approach to Powerful, Personal Leadership

by Mike Figliuolo

A robust, authentic model for creating and clearly articulating a personal leadership philosophy

Based on leadership expert Mike Figliuolo's popular "Leadership Maxims" training course, One Piece of Paper teaches...


The Intuitive Compass: Why the Best Decisions Balance Reason and Instinct

by Francis Cholle

A dynamic new way to understand intuition, already implemented around the world at top companies and business schools

Neuroscience shows that instinct has a leading role in complex decision-making, yet imaginative...


Hostage at the Table: How Leaders Can Overcome Conflict, Influence Others, and Raise Performance

by George Kohlrieser & Joe W. Forehand

George Kohlrieser—an international leadership professor, consultant, and veteran hostage negotiator—explains that it is only by openly facing conflict that we can truly progress through the most difficult...


Setting Your Development Goals: Start with Your Values

by John Wiley & Sons, Bill Sternbergh & Sloan R. Weitzel

This guidebook is about changing the way you think about setting goals. It is about identifying goals that are important and meaningful. Creating those kinds of goals means taking stock of your values—what...


Communicating Your Vision

by Wiley, Talula Cartwright & David Baldwin

A vision has to be shared in order to do what it is meant to do: inspire, clarify, and focus the work of your organization. One part of your job as a leader is to create commitment to your organization’s vision....


Critical Reflections: How Groups Can Learn from Success and Failure

by Wiley, Christopher T. Ernst & Andre Martin

Critical Reflections is a process that leaders can use to help their groups learn lessons from key events, positive or negative. The basic process is short and simple. It begins with a key event and includes...


Managing Conflict with Peers

by John Wiley & Sons & Talula Cartwright

A great many peer conflicts arise from incompatible goals or from different views on how a task should be accomplished. With honest dialogue these kinds of conflicts can usually be resolved. But other peer conflicts...


How to Launch a Team: Start Right for Success

by John Wiley & Sons, Kim Kanaga & Sonya Prestridge

When an organization sponsors a team, it’s usually to address a challenge deemed essential to organizational success. Meeting that challenge might mean implementing new ways of working, entering new markets,...


Responses to Change: Helping People Make Transitions

by John Wiley & Sons & Kerry Bunker

The ongoing state of many organizations is one of change. People who experience major change tend to exhibit one of four patterns of response: entrenched, overwhelmed, poser, or learner. As a leader, you need...