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Forceful leadership and enabling leadership : you can do both

Author: Robert E Kaplan
Publisher: Greensboro, N.C. : Center for Creative Leadership, ©1996.
Series: Report (Center for Creative Leadership), no. 171.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Database:WorldCat
Summary:
Leaders need to be forceful-to assert themselves and their capabilities and to push others to perform. Leaders also need to be enabling-to tap into and bring out the capabilities of others. The problem is that many executives see forceful leadership and enabling leadership as mutually exclusive, or strongly prefer one or the other, and therefore lack the versatility to be truly effective. This publication explains  Read more...
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Kaplan, Robert E.
Forceful leadership and enabling leadership.
Greensboro, N.C. : Center for Creative Leadership, ©1996
(DLC) 95050993
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Robert E Kaplan
ISBN: 1932973427 9781932973426 9781882197149 1882197143 1281001619 9781281001610
OCLC Number: 232160348
Description: 1 online resource (ix, 39 pages).
Contents: ""Table of Contents""; ""Acknowledgments""; ""Preface""; ""Introduction""; ""The Tension Between Forceful and Enabling""; ""Forceful Leadership and Enabling Leadership as Opposing Virtues""; ""Versatility""; ""Enabling Leadership as ""Virtuous""""; ""Development Needs as Lack of Versatility""; ""What It Takes to Increase Versatility""; ""Conclusion""; ""Appendix""; ""Bibliography""
Series Title: Report (Center for Creative Leadership), no. 171.
Responsibility: Robert E. Kaplan.

Abstract:

Leaders need to be forceful-to assert themselves and their capabilities and to push others to perform. Leaders also need to be enabling-to tap into and bring out the capabilities of others. The problem is that many executives see forceful leadership and enabling leadership as mutually exclusive, or strongly prefer one or the other, and therefore lack the versatility to be truly effective. This publication explains how executives can overcome the emotional barriers to expanding their skill sets in one direction or the other.

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