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001483902 001__ 1483902
001483902 003__ OCoLC
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001483902 019__ $$a1407277532
001483902 020__ $$a9789819951222$$q(electronic bk.)
001483902 020__ $$a9819951224$$q(electronic bk.)
001483902 020__ $$z9819951216
001483902 020__ $$z9789819951215
001483902 0247_ $$a10.1007/978-981-99-5122-2$$2doi
001483902 035__ $$aSP(OCoLC)1407315362
001483902 040__ $$aEBLCP$$beng$$cEBLCP$$dYDX$$dN$T$$dGW5XE$$dOCLCO$$dYDX$$dOCLCO
001483902 049__ $$aISEA
001483902 050_4 $$aHD30.28$$b.T436 2023
001483902 08204 $$a658.4092$$223/eng/20231116
001483902 1001_ $$aTeboul, James.
001483902 24510 $$aNeuroleadership :$$bcreative leadership with a focus on the brain /$$cJames Teboul, Philippe Damier.
001483902 260__ $$aSingapore :$$bSpringer,$$c2023.
001483902 300__ $$a1 online resource (190 p.)
001483902 500__ $$aDescription based upon print version of record.
001483902 500__ $$aThe Fear Circuit
001483902 5050_ $$aIntro -- Acknowledgments -- Introduction -- A Definition -- The Creative Model -- Leadership is Quite Demanding -- Exploring the Capabilities and Limitations of the Brain -- A Disciplined Process -- Contents -- Contents -- About the Authors -- 1 Leadership, Followership, and Context -- The Great Man -- Domination and Control -- Power Based on Fear -- Power as a Relationship -- Legitimate Authority -- Fusional Leadership -- Trait Approach of the Great Man -- From Innate Qualities to Competencies that can be Acquired -- Too Much Attention to the Leader -- Influence of the Context
001483902 5058_ $$aFocusing on the Leadership Process -- Situational Leadership -- Transformational Leadership -- Charismatic Leadership -- Leadership of Collaboration and Learning -- The Interwoven Texture of Leadership and Followership -- Exploration and Execution -- Leading and Managing Are Mutually Supportive -- Exploring New Visions and Perspectives -- Execution and Experimentation -- Importance of Context and Culture -- When the Context is not Right -- Creating the Proper Context and Culture -- The Creative Leadership Model -- From the Easy to the Hard Way -- An Explicit Leadership Model as Reference
001483902 5058_ $$aThe Limit of Prescriptive Models -- Leaders Still Disappoint -- Neuroscience can Help -- Why Did the Taylorian Bureaucratic Model Spread so Easily -- References -- 2 A Straightforward Rational Managerial Model -- Industrial Revolution and Mass Production -- Division of Labor and Standardization -- The Scientific Organization of Work. A Rational Approach -- The Taylorian Approach Was Grafted onto the Bureaucratic Model -- The Strategic Vision -- A Command-And-Control Leadership Style -- A Rigid Context -- A Transactional Culture -- Hiring -- Rewarding
001483902 5058_ $$aResilience of the Taylorian Bureaucratic Model -- The Fixed Model of Leadership -- Three Main Dimensions of the Fixed Model -- A Range of Possibilities -- Reference -- 3 A Brain in Three Dimensions -- Why Do we and Other Animals Have a Brain? -- Vertical Integration: The Triune Brain -- The Instinctual or Reptilian Brain -- The Emotional or Limbic Brain -- The Cognitive or Cerebral Brain -- Cognitive Externalization -- Left-Right Integration -- The Right Hemisphere -- The Left Hemisphere -- The Left-Brain Interpreter -- Back-to-Front Integration -- From Perception to Abstraction -- Perception
001483902 5058_ $$aFrontal Cortex -- Prefrontal Cortex -- From Perception to Conscious Processing and Action -- Central Executive -- Working Storage -- The Magic Number Seven -- The Theater Stage -- References -- 4 A Very Emotional Brain -- Revisiting the Notion of Rationality -- Rational-Emotional Dichotomy -- The Emotional Brain Plays a Crucial Role in Reasoning -- A Useful Brain Valuation System -- What is the Point of Emotion? -- Emotions are Action Programs -- Emotional Intelligence -- The Bias of Emotional Reasoning -- The Emotional Tail Wags the Rational Dog -- The Political Brain -- Court Decisions
001483902 506__ $$aAccess limited to authorized users.
001483902 520__ $$aThis book illustrates, through a number of examples from different domains, how to put in place a disciplined process to develop a creative leadership approach. Today's managers seem to have all the tools at their disposal, leadership training, seminars and executive coaching, to exercise effective leadership, but most continue to take the easy path of raw authority, neglecting the interwoven texture of leadership and followership. The classic models of leadership fail routinely because leaders find it hard to develop an effective way of motivating their followers and do not realize how far they are conditioned by the limitations and biases hardwired in their brains. Just like sports professionals who need a good understanding of their body, leaders need to practice and explore the capabilities of their brains. With some knowledge in the latest discoveries in Neurosciences and mastery of their cognitive predispositions, leaders can draw on a range of resources to engage all parties in learning and collaborating towards common goals and create a culture based on cooperation and innovation. Ideal for organizations or associations, private or public companies, this book offers practical advice on neuroleadership through examples of successful transformation including a case study at Netflix.
001483902 650_6 $$aLeadership$$xAspect psychologique.
001483902 650_6 $$aNeurosciences.
001483902 650_0 $$aLeadership$$xPsychological aspects.$$0(DLC)sh 85001857
001483902 650_0 $$aNeurosciences.$$0(DLC)sh2007006415
001483902 655_0 $$aElectronic books.
001483902 7001_ $$aDamier, Philippe.
001483902 77608 $$iPrint version:$$aTeboul, James$$tNeuroleadership$$dSingapore : Springer Singapore Pte. Limited,c2023$$z9789819951215
001483902 852__ $$bebk
001483902 85640 $$3Springer Nature$$uhttps://univsouthin.idm.oclc.org/login?url=https://link.springer.com/10.1007/978-981-99-5122-2$$zOnline Access$$91397441.1
001483902 909CO $$ooai:library.usi.edu:1483902$$pGLOBAL_SET
001483902 980__ $$aBIB
001483902 980__ $$aEBOOK
001483902 982__ $$aEbook
001483902 983__ $$aOnline
001483902 994__ $$a92$$bISE