MARC Record from marc_columbia

LEADER: 04222cam a2200553Ia 4500
001 4241523
005 20221111173140.0
006 m o d
007 cr cn|||||||||
008 030312s2002 mau ob 001 0 eng d
035 $a(OCoLC)ocm51844840
035 $a(NNC)4241523
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019 $a243591686$a532372044$a919095078$a961566239$a961678778$a962699955$a962718109
020 $a0585440786$q(electronic bk.)
020 $a9780585440781$q(electronic bk.)
020 $z1578514878$q(alk. paper)
020 $z9781578514878$q(alk. paper)
035 $a(OCoLC)51844840$z(OCoLC)243591686$z(OCoLC)532372044$z(OCoLC)919095078$z(OCoLC)961566239$z(OCoLC)961678778$z(OCoLC)962699955$z(OCoLC)962718109
037 $aCL0500000634$bSafari Books Online
050 4 $aHD57.7$b.B332 2002eb
060 4 $aHD 57.7 B132l 2002
072 7 $aBUS$x071000$2bisacsh
080 $a316.46$bB33
082 04 $a658.4/092$221
084 $a85.05$2bcl
049 $aZCUA
100 1 $aBadaracco, Joseph.
245 10 $aLeading quietly :$ban unorthodox guide to doing the right thing /$cJoseph L. Badaracco.
260 $aBoston, Mass. :$bHarvard Business School Press,$c©2002.
300 $a1 online resource (201 pages)
336 $atext$btxt$2rdacontent
337 $acomputer$bc$2rdamedia
338 $aonline resource$bcr$2rdacarrier
504 $aIncludes bibliographical references (pages 189-191) and index.
520 1 $a"Most of us think of leaders as courageous risk takers, orchestrators of major events - in a word, heroes. Yet while such figures are inspiring and admirable, Harvard Business School Professor Joseph Badaracco argues that their larger-than-life accomplishments are simply not what makes the world work. What does, he says, is the sum of millions of small yet consequential decisions that men and women working far from the limelight make every day: how a line worker for a pharmaceutical company responds when he discovers a defect in a product's safety seal; how a manager deals with a valued employee suspected of stealing; how a trader handles a transaction error that will cost a client money." "Badaracco calls them "quiet leaders"--People who choose responsible, behind-the-scenes action over public heroism to resolve tough leadership challenges. These indidviduals don't fit the stereotype of the bold and gutsy leader, and they don't want to. What they want is to do the "right thing" for their organizations, their coworkers, and themselves - but inconspicuously and without casualties. They do so by being baldly realistic about the complexities of their own motives and those of the dilemmas they face. In today's fast and fluid business world, nothing is as it seems. And they know it." "Drawing from a four-year study of quiet leadership, Badaracco presents eight practical and counterintuitive guidelines for confronting situations in which right and wrong seem like moving targets. Grounding each strategy in an engaging story, he shows how these "non-heroes" succeed by managing their political capital, buying themselves time, bending the rules, and more."--Jacket.
588 0 $aPrint version record.
505 0 $aDon't kid yourself -- Trust mixed motives -- Buy a little time -- Invest wisely -- Drill down -- Bend the rules -- Nudge, test, and escalate gradually -- Craft a compromise -- Three quiet virtues.
650 0 $aLeadership.
650 2 $aLeadership
650 6 $aLeadership.
650 7 $aBUSINESS & ECONOMICS$xLeadership.$2bisacsh
650 7 $aLeadership.$2fast$0(OCoLC)fst00994701
650 17 $aLeiderschap.$2gtt
655 0 $aElectronic books.
655 4 $aElectronic books.
776 08 $iPrint version:$aBadaracco, Joseph.$tLeading quietly.$dBoston, Mass. : Harvard Business School Press, ©2002$z1578514878$w(DLC) 2001043092$w(OCoLC)47650440
856 40 $uhttp://www.columbia.edu/cgi-bin/cul/resolve?clio4241523$zAll EBSCO eBooks
852 8 $blweb$hEBOOKS