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The Hybrid Leader
Authors:
Publisher:
2011
Summary
The Hybrid Leader brings a whole new perspective to the theoretical framework of leadership development. Buchen challenges the conventional wisdom of leadership as singular and fixed forever. He claims that leaders at all stages in fact change and adapt; and if they don't then—and only then—is the ride over. The range of leadership options offered here covers all the bases—those starting out, mid-career, and even those long at the top.
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Bibliographic data
Copyright year
2011
ISBN-Print
978-1-60709-617-7
ISBN-Online
978-1-60709-594-1
Publisher
Rowman & Littlefield, Lanham
Language
English
Pages
268
Product type
Book Titles
Table of contents
ChapterPages
Contents No access
Introduction No access
Prologue: Mapping the Journey No access
Chapter 1: Choice Criteria: Decisive and Persuasive No access
Chapter 2: Directional Leadership: All the Points of the Compass No access
Chapter 3: The Five-Star Leadership Taxonomy No access
Chapter 4: The Impacts of Size and Teams on Leadership No access
Chapter 5: Leadership Challenges of Age—Seven Deadly Sins No access
Chapter 6: Leadership and Empowerment No access
Chapter 7: Followers as SOBs No access
Chapter 8: Holistics: Managers versus Leaders No access
Chapter 9: The Conversations of Leaders No access
Chapter 10: The Emergence of Manager-Leaders No access
Chapter 11: Patchwork Leaders and Alphabet Soup No access
Chapter 12: Leaders and Transition No access
Chapter 13: Leaders and Endgames No access
Chapter 14: Leaders as Creators of Cultures No access
Chapter 15: The Profile of the Transformational Leader No access
Chapter 16: Transformational and Servant Leadership: An Odd Couple? No access
Chapter 17: Taming/Training Troublemakers No access
Chapter 18: Transactional Score Card No access
Chapter 19: The Transactional Consultant No access
Chapter 20: Future Leaders: New CEOs and Agendas No access
Chapter 21: Ancient Prophets and Modern Forecasters No access
Chapter 22: Future-Driven Leadership Applications No access
Chapter 23: The Ideology of Convergence No access
Chapter 24: Oblique Leadership No access
Chapter 25: The Integrative Leader’s Lateral Mind No access
Chapter 26: Developing an Innovation Quotient No access
Chapter 27: Innovation Range: Three Professionals and Their Process Preferences No access
Chapter 28: Circular Problem Solving No access
Chapter 29: Innovation Advocates, Enthusiasts,and Evangelists No access
Chapter 30: CEOs—You Don’t Want to Make an Enemy of the Future! No access
Chapter 31: Never Minimize Contexts:The Dynamics of FiveFuture Leadership Models No access
