000320497 000__ 01529cam\a2200361\a\4500
000320497 001__ 320497
000320497 005__ 20210513115617.0
000320497 008__ 070501s2007\\\\mau\\\\\\b\\\\001\0\eng\\
000320497 010__ $$a  2007017284
000320497 019__ $$a170956641
000320497 020__ $$a9781422101667 (alk. paper)
000320497 020__ $$a1422101665
000320497 020__ $$a1422103331
000320497 020__ $$a9781422103333
000320497 035__ $$a(OCoLC)ocn124158866
000320497 035__ $$a320497
000320497 040__ $$aDLC$$cDLC$$dYDX$$dBAKER$$dBTCTA$$dUKM$$dVPL$$dYDXCP$$dIAY
000320497 049__ $$aISEA
000320497 05000 $$aHM1261$$b.M317 2007
000320497 08200 $$a303.3/4$$222
000320497 1001_ $$aMaccoby, Michael,$$d1933-
000320497 24514 $$aThe leaders we need :$$band what makes us follow /$$cMichael Maccoby.
000320497 260__ $$aBoston, Mass. :$$bHarvard Business School Press,$$cc2007.
000320497 300__ $$axix, 249 p. ;$$c24 cm.
000320497 440_0 $$aLeadership for the common good
000320497 504__ $$aIncludes bibliographical references and index.
000320497 5050_ $$aIntroduction: Leadership in a new context -- Revising leadership thinking -- Why we follow : the power of transference -- From bureaucratic followers to interactive collaborators -- Understanding people in the knowledge workplace -- Leaders for knowledge work -- Leaders for healthcare -- Leaders for learning -- The president we need -- Becoming a leader we need.
000320497 650_0 $$aLeadership.
000320497 650_0 $$aLeadership$$xPsychological aspects.
000320497 650_0 $$aContext effects (Psychology)
000320497 650_0 $$aTransference (Psychology)
000320497 85200 $$bgen$$hHM1261$$i.M317$$i2007
000320497 85641 $$3Table of contents only$$uhttp://www.loc.gov/catdir/toc/ecip0717/2007017284.html
000320497 909CO $$ooai:library.usi.edu:320497$$pGLOBAL_SET
000320497 980__ $$aBIB
000320497 980__ $$aBOOK
000320497 994__ $$aC0$$bISE