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Carregando... The Dance of Leadership: The Art of Leading in Business, Government, and Society (edição: 2005)de Janet V Denhardt (Autor)
Informações da ObraThe Dance of Leadership: The Art of Leading in Business, Government, And Society de Robert B. Denhardt
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Showing how successful leaders can master the artistic aspects of their work, this book guides readers to the ways that the leadership can be practiced and learned. It explores the art of leadership by examining the perspectives, training, and insights of artists, and also incorporates in-depth interviews with some of the world's premier artists. Não foram encontradas descrições de bibliotecas. |
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Google Books — Carregando... GênerosClassificação decimal de Dewey (CDD)303.3Social sciences Social Sciences; Sociology and anthropology Social Processes Coordination and control ; PowerClassificação da Biblioteca do Congresso dos E.U.A. (LCC)AvaliaçãoMédia:
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To play the hands dealt, this falls short of having any real contribution to the repertoire. There are takeaways, but there is little depth. These are basics, with the difference of anecdotes culled, or more probably created, from the arts world.
Still, here are a few margin notes. Each chapter has four pseudo-anecdotes setting the expectations of the chapter topic. For the chapter titled "The Interplay of Space, Time, and Energy", one was Bad example. Or, rather, good example of an immature (sadly, traditional) leader. "Instinctively" is a problem. Good leaders think about things like that. For me, depends on the purpose of the meeting. If it is my meeting and I don't want my presence to influence, I'll sit to the side or back. I'm more interested in productive conversations than seeking my concurrence (well, it's still needed, but not during the process!) It it is my meeting and I want my presence to influence - maybe I need to establish a direction, convey expectations, etc. - I will sit where I can "command" attention.
Artists see the world differently from other people. Their italics, and spot on. I like to populate the table with as many brains as needed plus more (one of the things I do is manage design and construction of capital facilities.) I value different perspectives.
In that same chapter (this is where the most value is, it seemed when I was done), the authors use a metaphor of moving between boxes and making an assumption moving steadily from box to box results in success, and making the mistake of thinking time stands still while in the various boxes. That they acknowledge boxes is good (and they fall into the trap of saying leaders need to "think outside the box", not knowing there is always a box!)
In the chapter titled "Communicating in Images, Symbols, and Metaphors, the authors bring up Howard Gardner and his book Frames of Mind. Gardner posited multiple intelligences. I wasn't totally on-board with Gardner, considering some of his "intelligences" skills rather than, well, intelligence, but that was just my take.
And my take here is that despite that different perspective, this does offer much. ( )