hli logo

Leadership That Gets Results (Record no. 67653)

MARC details
000 -LEADER
fixed length control field 02170 a2200229 4500
003 - CONTROL NUMBER IDENTIFIER
control field OSt
005 - DATE AND TIME OF LATEST TRANSACTION
control field 20230130170445.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 190117b ||||| |||| 00| 0 eng d
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number 9781633692626
040 ## - CATALOGING SOURCE
Transcribing agency .
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name Goleman, Daniel
Relator code Author
9 (RLIN) 77605
245 ## - TITLE STATEMENT
Title Leadership That Gets Results
250 ## - EDITION STATEMENT
Edition statement Reprint
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Date of publication, distribution, etc. 2017
Place of publication, distribution, etc. Boston, Massachusetts
Name of publisher, distributor, etc. Harvard Business Review
300 ## - PHYSICAL DESCRIPTION
Extent v, 87 pages ;
Dimensions 17 cm.
500 ## - GENERAL NOTE
General note Originally published in Harvard Business Review in March 2000.
520 ## - SUMMARY, ETC.
Summary, etc. A leader's singular job is to get results. But even with all the leadership training programs and "expert" advice available, effective leadership still eludes many people and organizations. One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviors yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. The research indicates that leaders who get the best results don't rely on just one leadership style; they use most of the styles in any given week. Goleman details the types of business situations each style is best suited for, and he explains how leaders who lack one or more of these styles can expand their repertories. He maintains that with practice leaders can switch among leadership styles to produce powerful results, thus turning the art of leadership into a science.
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Leadership
9 (RLIN) 77606
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Management
9 (RLIN) 77607
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Executive ability
9 (RLIN) 21996
883 ## - MACHINE-GENERATED METADATA PROVENANCE
-- 32175
-- Thomas Veale
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Source of classification or shelving scheme Dewey Decimal Classification
Koha item type 4 Week Loan
Holdings
Withdrawn status Lost status Source of classification or shelving scheme Damaged status Not for loan Home library Current library Shelving location Date acquired Source of acquisition Cost, normal purchase price Total Checkouts Total Renewals Full call number Barcode Date last seen Date last checked out Cost, replacement price Price effective from Koha item type
Not Withdrawn Not Lost Dewey Decimal Classification Not Damaged Available for Loan Midland Regional Hospital Library Tullamore Midland Regional Hospital Library Tullamore Loan collection MRH Tullamore 20/03/2022 3 8.80 1 5 658.4 GOL TT20270 12/12/2022 25/10/2022 8.80 20/03/2022 4 Week Loan