| 000 | 03488nam a22003735i 4500 | ||
|---|---|---|---|
| 999 |
_c383488 _d383488 |
||
| 001 | 383488 | ||
| 003 | ES-MaUEC | ||
| 005 | 20230102122120.0 | ||
| 006 | a||||fo|||| 00| 0 | ||
| 007 | cr nn 008mamaa | ||
| 008 | 170728s2017 sz a s |||| 0|eng d | ||
| 020 | _a9783319588896 | ||
| 024 | 7 |
_a10.1007/978-3-319-58889-6 _2doi |
|
| 040 |
_aES-MaUEC _bspa _cES-MaUEC _dES-MaUEC |
||
| 050 | 4 |
_aHF5548.8 _b2017 EB |
|
| 100 | 1 |
_aLoon, Rens van, _eautor _4aut _4http://id.loc.gov/vocabulary/relators/aut _9685104 _d1955- |
|
| 245 | 1 | 0 |
_aCreating Organizational Value through Dialogical Leadership : _bBoiling Rice in Still Water _cby Rens van Loon |
| 250 | _a1st edition 2017 | ||
| 264 | 1 |
_aCham _bSpringer International Publishing _c2017 |
|
| 300 |
_a1 recurso en línea (XXVIII, 271 páginas) _b48 ilustraciones, 46 ilustraciones a color |
||
| 505 | 0 | _aIntroduction -- Part 1: The Theory -- Chapter 1. Dialogical Self Theory -- Chapter 2. Dialogical Leadership -- Part 2: The Practice -- Chapter 3. Creating the Conditions for Effective Dialogue -- Part 3: The Impact -- Chapter 4. Dialogical Leadership and 'Wicked Issues' -- Chapter 5. Dialogical Leadership and Teamwork -- Chapter 6. Dialogical Leadership and Innovation -- Part 4: The Implications -- Chapter 7. Dialogue: The Future of Leadership. | |
| 520 | _aThis book demonstrates Dialogical Leadership which is the workplace application of the Dialogical Self Theory, first developed by Dutch psychologist Hubert Hermans in the 1990s. It encourages scientists and science-practitioners interested in leadership issues to discuss the power of dialogue in solving workplace culture problems. Van Loon's work extends the concept of Dialogical Self Theory to the leadership of organizations, drawing on social constructionism by the American psychologist Ken Gergen and the leadership framework of British academic Keith Grint. This book explicitly links the health of organizations to the psychological and emotional health of those who lead them, concluding with the factors of teamwork and motivation. Dialogical Leadership jettisons the idea that organizations are run by 'superheroes', presenting a more realistic picture of the workplace. This is the first book to isolate 'generative dialogue' as the key mechanism for successful change and transformation programs in organizations. It rejects the idea that successful organizations are 'rational systems' conforming to scripts laid down by leaders, and it places dialogue and co-creation - 'reciprocal exchange' - at the heart of successful change programs. It starts from the kinds of questions leaders ask themselves - their 'interior dialogue' - and the quality of their interactions with others - their external dialogues - which can as shown in this book, be the difference between success and failure. | ||
| 988 | _aSpringer_Psychology_2017 | ||
| 650 | 7 |
_2embne _9139899 _aPsicología industrial |
|
| 773 | 0 | _tSpringer Nature eBook | |
| 776 | 0 | 8 |
_iPrinted edition: _z9783319588889 |
| 776 | 0 | 8 |
_iPrinted edition: _z9783319588902 |
| 776 | 0 | 8 |
_iPrinted edition: _z9783319865010 |
| 856 | 4 | 0 |
_uhttps://go.openathens.net/redirector/universidadeuropea.es?url=https://doi.org/10.1007/978-3-319-58889-6 _zAcceso a este recurso digital (usuarios Universidad Europea de Madrid) |
| 942 |
_2lcc _cLE |
||
| 998 |
_b11/2022 _dz _ek _zSI |
||