ورود به حساب

نام کاربری گذرواژه

گذرواژه را فراموش کردید؟ کلیک کنید

حساب کاربری ندارید؟ ساخت حساب

ساخت حساب کاربری

نام نام کاربری ایمیل شماره موبایل گذرواژه

برای ارتباط با ما می توانید از طریق شماره موبایل زیر از طریق تماس و پیامک با ما در ارتباط باشید


09117307688
09117179751

در صورت عدم پاسخ گویی از طریق پیامک با پشتیبان در ارتباط باشید

دسترسی نامحدود

برای کاربرانی که ثبت نام کرده اند

ضمانت بازگشت وجه

درصورت عدم همخوانی توضیحات با کتاب

پشتیبانی

از ساعت 7 صبح تا 10 شب

دانلود کتاب Gear-Shifting Leadership: A Manager's Guide for Developing Effective Leaders, Second Edition

دانلود کتاب رهبری تغییر دنده: راهنمای مدیر برای توسعه رهبران موثر، ویرایش دوم

Gear-Shifting Leadership: A Manager's Guide for Developing Effective Leaders, Second Edition

مشخصات کتاب

Gear-Shifting Leadership: A Manager's Guide for Developing Effective Leaders, Second Edition

ویرایش: [2 ed.] 
نویسندگان:   
سری:  
ISBN (شابک) : 9780367820329, 9781003011538 
ناشر:  
سال نشر: 2021 
تعداد صفحات: [201] 
زبان: English 
فرمت فایل : PDF (درصورت درخواست کاربر به PDF، EPUB یا AZW3 تبدیل می شود) 
حجم فایل: 13 Mb 

قیمت کتاب (تومان) : 34,000



ثبت امتیاز به این کتاب

میانگین امتیاز به این کتاب :
       تعداد امتیاز دهندگان : 3


در صورت تبدیل فایل کتاب Gear-Shifting Leadership: A Manager's Guide for Developing Effective Leaders, Second Edition به فرمت های PDF، EPUB، AZW3، MOBI و یا DJVU می توانید به پشتیبان اطلاع دهید تا فایل مورد نظر را تبدیل نمایند.

توجه داشته باشید کتاب رهبری تغییر دنده: راهنمای مدیر برای توسعه رهبران موثر، ویرایش دوم نسخه زبان اصلی می باشد و کتاب ترجمه شده به فارسی نمی باشد. وبسایت اینترنشنال لایبرری ارائه دهنده کتاب های زبان اصلی می باشد و هیچ گونه کتاب ترجمه شده یا نوشته شده به فارسی را ارائه نمی دهد.


توضیحاتی در مورد کتاب رهبری تغییر دنده: راهنمای مدیر برای توسعه رهبران موثر، ویرایش دوم

لئون کای برگرفته از تجربه خود به عنوان رئیس اجرایی موسسه فروش و رهبری ویلنر، فلسفه و روش های اثبات شده خود را برای بهبود مهارت های رهبری در میان مدیران سطح متوسط ​​و بالا به اشتراک می گذارد. لئون یکی از ده مربی برتر در چین است که برنده \"جایزه افتخار چین\" شده است و یک چهره پیشرو در صنعت آموزش و مشاوره چین است. رهبری تغییر دنده، که اکنون در ویرایش دوم خود منتشر شده است، کتابی است که برای بهبود توانایی رهبری مدیران مجرب طراحی شده است و به طیف کامل یا پانورامای آنچه از رهبران موفق انتظار می رود، می پردازد. مدیران باید بیش از یک یا دو جنبه رهبری، بلکه کل محتوا و چارچوب کامل آن را درک کنند. Gear-Shifting Leadership، ویرایش دوم مفاهیم، ​​ابزارها و مثال های مورد نیاز مدیران را برای تبدیل شدن به رهبران موثر ارائه می دهد. ویرایش دوم که با نمونه‌ها و ابزارهای جدید به‌روزرسانی شده است، ده‌ها مدل رهبری را ترکیب می‌کند و «منظره‌ی پانورامای رهبری» را به‌طور کامل نمایش می‌دهد. نویسنده با نشان دادن پیوندها و ارتباطات بین بخش‌های مختلف رهبری، پانوراما را نشان می‌دهد. این کتاب چهار چرخ دنده و نوزده مولفه رهبری را که مدیران باید توسعه دهند را نشان می دهد. چهار چرخ دنده عبارتند از: پیروی، رهبری چهره به چهره، رهبری مستقیم و رهبری اجرایی سازمانی. -پیروی به توانایی رهبران برای جلب اعتماد زیردستان، مافوق و همتایان از طریق خود مدیریتی نمایشی اشاره دارد. - رهبری چهره به چهره توانایی رهبران را در هدایت، تشویق، آموزش، مدیریت، کنترل و توسعه زیردستان مستقیم و تیم های اصلی نشان می دهد. این توانایی های رهبری یک به یک رهبران را به نمایش می گذارد که زیردستان مستقیم آنها را هدف قرار می دهد. - رهبری غیرمستقیم نشان دهنده نفوذ و قدرت محرک رهبران به سمت زیردستان غیرمستقیم و کل تیم است و می توان آن را نقش رهبران در مدیریت کل تیم تعریف کرد. - رهبری اجرایی سازمانی بینش دقیق رهبران از تغییرات پویا در سازمانشان و توانایی رهبران برای بهینه سازی رویکرد خود برای مدیریت تیم و در انجام این کار، انطباق با تغییرات در محیط داخلی و خارجی سازمان ها را نشان می دهد. . این کتاب خوانندگان را از طریق هر چرخ دنده و همچنین اجزای متعددی که شامل می شود، راهنمایی می کند. بسیاری از کتاب‌های رهبری مفاهیم و روش‌های تفکر عالی دارند، اما فاقد برگه‌ها، مدل‌ها و ابزارهای کاربردی هستند، به طوری که کتاب‌هایی از این نوع فقط می‌توانند خود رهبران را بهبود بخشند و در سازمان‌هایشان به‌طور گسترده مورد استفاده قرار نگیرند. رهبری تغییر دنده مدل، جداول، پرسشنامه های ارزیابی و ابزارهای ساده شده را نشان می دهد که مطالب این کتاب را کاربردی و کاربردی می کند.


توضیحاتی درمورد کتاب به خارجی

Drawn from his experience as the executive dean of Wilner Sales and Leadership Institute, Leon Cai shares his proven philosophy and methods for improving leadership skills among middle and high-level managers. Leon is one the top ten most influential trainers in China winning \"Honor China Award\" and is a leading figure in China\'s training and consulting industry. Gear-Shifting Leadership, now in its Second Edition, is a book designed to improve leadership ability of practicing managers and addresses the full spectrum or panorama of what is expected from successful leaders. Managers need to grasp more than just one or two aspects of leadership, but the whole content and complete framework of it. Gear-Shifting Leadership, Second Edition provides the concepts, tools, and examples needed for managers to become effective leaders. Updated with new examples and tools, Gear-Shifting Leadership, Second Edition synthesizes dozens of leadership models, and fully displays \"the panorama of leadership.\" The author demonstrates the panorama by showing the links and connections between different parts of leadership. The book displays the four gears and nineteen components of leadership managers need to develop. The four gears are: Followership, Face-to-face Leadership, In-Direct Leadership, and Organizational Executive Leadership. -Followership refers to the ability of leaders to win the trust from subordinates, superiors, and counterparts through demonstrative self-management. -Face-to-face Leadership demonstrates the leaders\' ability to drive, encourage, instruct, manage, control, and develop direct subordinates and core teams. It exhibits leaders\' one-on-one leadership abilities targeted at their direct subordinates. -Indirect Leadership shows the leaders\' influence and driving power towards indirect subordinates and the whole team, and it can be defined as the leaders\' role in managing the team as a whole. -Organizational Executive Leadership shows leaders\' acute insight of the dynamic changes in their organizations, and the leaders\' ability to optimize their own approach to managing the team and in so doing, adapt to changes in both the internal and external environment of organizations. The book walks readers through each gear as well as the several components it comprises. Many leadership books have excellent concepts and ways of thinking, but lack practical sheets, models and tools, so that books of this type can only improve leaders themselves and can\'t be widely used in their organizations. Gear-Shifting Leadership illustrates the model, tables, evaluation questionnaires, and simplified tools that will make the material in this book practical and applicable.



فهرست مطالب

Cover
Half Title
Title Page
Copyright Page
Table of contents
About the Author
Preface
Introduction— Four Gears of Leadership Development
	Mid- And High-Level Managers Need More Comprehensive Leadership
	Four Gears Of Leadership Development
Part I Followership
	1 Followers and Leaders
		Why Should Leaders Develop Followership?
		The Basic Definition and Connotation of Followership
		Interaction Between Followers and Leaders
	2 Two Cores of Followership
		5Q Model of Leaders’ Self-management
		Seven Laws of Leaders’ Upward Management
			Upward Management Law I: Understand and Cater to the Behavioral Types of Superiors
			Upward Management Law II: Diagnose the Emotional Cycles of Superiors
			Upward Management Law III: Eliminate the Blind Zones of Superiors’ Supervision
			Upward Management Law IV: Provide Timely Support to Superiors
			Upward Management Law V: Help Superiors Manage Their Time
			Upward Management Law VI: Present Problems as well as Solutions
			Upward Management Law VII: Promise What You Are Able to Do
Part II Face-to-face Leadership
	3 Four Driving Wheels of Face-to-face Leadership
		The Four “Don’t Know” Root Causes of Performance Gap
		Four Driving Wheels of Face-to-face Leadership
	4 Face-to-face Leadership: Boundary-Defined Delegation
		Form Closed Loops of Execution Through Effective Delegation
		Boundary-defined Delegation
			Expected Results
			Restrictive Terms
			Level of Authority
			Time Table
			Information
			Resources
			Challenges
			Support
		Guard Against Anti-delegation from Subordinates
	5 Face-to-Face Leadership—Inner-Driven Motivation
		Inner-Driven Motivation versus Material Incentive
		Four Types of Inner Drive
			Inner Drive of Meaningfulness
			Inner Drive of Ownership
			Inner Drive of Return
			Inner Drive of Self-confidence
	6 Face-to-face Leadership—Dual-Track Mentoring
		Two Major Tracks of Subordinate’s Ability
		Forms and Rules of Perfect Coaching
			Four Types of Situational Coaching
			Five Key Rules of Perfect Coaching
		Modes and Principles of Effective Counseling
			Four Modes of Situational Counseling
			Four Principles of Effective Counseling
	7 Face-to-Face Leadership—Preventive Intervention
		Behavioral Intervention versus Performance Assessment
		Five Murphy’s Behaviors in Urgent Need of Intervention
		Seven Golden Steps of Intervention Interview
			Step 1: Show Recognition
			Step 2: Present Facts
			Step 3: Amplify Seriousness
			Step 4: Review Previous Expectations
			Step 5: Get Promises
			Step 6: Provide Support/Set Punitive Measures
			Step 7: Express Gratitude and Encouragement
Part III Indirect Leadership
	8 Three Major Roles of Indirect Leaders
		Upgrade from Face-to-face Leadership to Indirect Leadership
		WWH Analysis Model of Macro Performance
			Evaluation Form of the Macro Performance of Your Team
		Three Key Roles of Indirect Leaders
		Three Performance Indicators of Indirect Leadership
		Self-evaluation Form of Five Leadership Roles
		How Do the Behaviors in the Following Table Match Those of Yours?
	9 Enhancement of the Centripetal Force of a Team
		The 3V Tools of Psychological Contract
		Vision Anchor
			Three Major Approaches to Setting Effective Vision Anchor
				Combining Way of Vision Setting
				Extracting Way of Vision Setting
				Radiating Way of Vision Setting
			FABTE Mode of the Publicity of Vision Anchor
		Value Root
			Values Are the Roots of Employees’ Behaviors
			3V Principles of the Promotion of Values
		Victory Chain
	10 Enhancement of the Executive Force of a Team
		Three Components of the Executive Force of a Team
		Absolute Non-Negotiables
			Three Types of Absolute Non-Negotiables
			Five Major Characteristics of Effective Absolute Non-Negotiables
		Standard Execution Procedures
			Upgrade SEP by Fixing Six Types of Bugs
			Three Key Features of Effective SEP
				Specification with Flow Charts
				Simplification with Key Words
			Naming with Pithy Formulas
		Key Responsibility Matrix
			Three Major Components of Key Responsibility Matrix
			Six Major Steps of Formulating KRM
	11 Enhancement of the Cohesive Force of a Team
		Interpersonal Synergy Quotient of a Team
			Members Show High Willingness to Accept the Final Decision of Their Team
			Members Are Quite Willing to Cooperate with Others
			Members Show Enough Respect to the Personal Interests of Others
			Members Recognize and Appreciate the Contribution of Others
			Members Offer Constructive Suggestions and Criticisms
			Members Assume Responsibilities of Solving Problems Proactively
			There Are No Antagonistic or Destructive Informal Groups in the Team
		Fellowship with Complementary Roles
			Seven Major Roles in a Team
			Promote Cohesiveness by Perfecting the Composition of Team Roles
		Informal Group Alliance
			Principles of Coping with Different Types of Informal Groups
			Five Critical Tactics of Informal Group Alliance
				Tactic of Enticement
				Tactic of Breakup
				Tactic of Penetration
				Tactic of Lurk
				Tactic of Creation
		Trust Circle
			Four Critical Steps of Trust Circle Building
				Establishment of Trust Circle
				Expansion of Trust Circle
				Radiation of Trust Circle
				Evaluation of Trust Circle
			Six Bonds of Building a Trust Circle
				Bond of Common Background
				Bond of Common Hobby
				Bond of Common Interest
				Bond of Common Working
				Bond of Mutual Understanding
				Bond of Common Values
Part IV Organizational Executive Leadership
	12 Three Dynamic Optimizations of Organizational Executive Leadership
		Three Dynamic Optimizations of Organizational Executive Leadership
			Dynamic Optimization of Talent Pool
			Dynamic Optimization of Decision-making Mode
			Dynamic Optimization of Leadership Style
		Dynamic Optimization of Organizational Talent Pool
			The Significance of Building Leadership Development Pipelines
			Four Strategies of Developing Leadership Pipelines
				Incorporate Successor Development in the Performance Evaluation of Existing Leaders
				Link Succession Planning with Existing HR Management System
				Identify the Gap of Job Requirements Between the Current Position and the Future Position of Successors
				Establish Diversified Selection and Cultivation Mechanisms for Prospective Leaders
			Quadrant .: High Performance/Low Potential
			Quadrant .: High Performance/High Potential
			Quadrant .: Low Performance/High Potential
			Quadrant .: Low Performance/Low Potential
		Dynamic Optimization of Decision-making Modes
			Four Modes of Decision-making
				Autocratic Way of Decision-making
				Advisory Way of Decision-making
				Consultative Way of Decision-making
				Democratic Way of Decision-making
			Seven Questions to be Reflected Upon While Choosing Decision-making Modes
		Dynamic Optimization of Leadership Styles
			Four Stages of Organizational Development
				Level of Organizational Maturity
				Level of Organizational Conformity
					Development Stage of mc: Low Level of Maturity and Low Level of Conformity
					Development Stage of mC: Low Level of Maturity but High Level of Conformity
					Development Stage of MC: High Level of Maturity and High Level of Conformity
					Development Stage of Mc: High Level of Maturity but Low Level of Conformity
			Leadership Style Composed of Three Leadership Behaviors
				Interpersonal Behaviors
				Supportive Behaviors
				Controlling Behaviors
			Leadership Styles and Corresponding Organizational Development Stages
				Leadership Style of Partnering for the Development Stage of mc
				Leadership Style of Coaching for the Development Stage of mC
				Leadership Style of Decentralizing for the Development Stage of MC
				Leadership Style of Parenting for the Development Stage of Mc
	Conclusion—Learning and Practice of Gear-shifting Leadership
		Principle 1: Comprehensive Mastery of Gear-shifting Leadership
		Principle 2: Weakness Improvement in Gear-shifting Leadership
		Principle 3: Prioritized Enhancement in Gear-shifting Leadership
		Principle 4: Preparatory Development of Gear-shifting Leadership
Index




نظرات کاربران