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008			081025s1998 nyua | 001 0 eng
010			_a97-035610
020			_a0471121223
039		9	_a201402040053 _bVLOAD _c201002231057 _dmalmash _c200810251533 _dmalmash _y200810251531 _zmalmash
050	0	0	_aHD57.7 _b.B697 1998
100	1		_aBradford, David L. _949072
245	1	0	_aPower up : _btransforming organizations through shared leadership / _cDavid Bradford and Allan Cohen.
260			_aNew York ; _aChichester : _bJ. Wiley, _c1998.
300			_axix, 364 p. : _bill. ; _c24 cm.
504			_aIncludes bibliographical references (p. 349-355) and index.
505			_aTHE OLD AND THE NEW WORLDS OF LEADERSHIP.; The Leadership Trap.; Heroic Leadership: Where the Buck Stops Too Often.; Post--Heroic Leadership.; The Making of a Post--Heroic Leader.; Leader--Member Ambivalence.; THE THREE ELEMENTS OF POST--HEROIC LEADERSHIP.; Building a Shared--Responsibility Team.; Creating Commitment to a Tangible Vision.; Enhancing Power Through Mutual Influence.; ESTABLISHING A SHARED--RESPONSIBILITY SYSTEM.; Launching Change.; Moving Change Forward.; Addressing Conflict.; Achieving Collaboration.; Conclusions.; Appendices.; Notes.; Index.
520			_aCohen and Bradford give both leaders and followers the tangible tools they need to create high performance. Their transformational leadership system is both sophisticated enough to capture the realities of life in today's organizations and simple enough to be immediately useful to managers in any part of the world. This book will be read, re-read, and sent to bosses everywhere.--Rosabeth Moss Kanter, author of Rosabeth Moss Kanter on the Frontiers of Management In Power Up, Bradford and Cohen not only convincingly argue the benefits of leading by building a shared responsibility team, they also describe in detail how to do it. Loaded with many powerful examples and detailed cases that bring their concepts to life, this book will inspire any leader.--Jerry Porras, coauthor of Built to Last and Lane Professor of Organizational Behavior and Change, Stanford Business School Traditional assumptions about the roles of managers and subordinates are barriers to long-range success ...Bradford and Cohen provide practical insights into how to transform the leadership systems of modern business organizations, and these insights should be shared among employees and managers at all levels. --Yotaro Kobayashi Chairman and CEO, Fuji-Xerox Post-heroic leadership and shared responsibility teams have made a big difference in how we operate at Autodesk. Power Up is critical reading for every manager in high-tech. --Carol Bartz President and CEO, Autodesk Power Up's message is clear: in today's business arena, global players must rely on shared leadership, not a single voice. Post-heroic leaders place responsibility where the knowledge is: at every level. Siemens is committed to this new way of working.--Dr. Heinrich von Pierer President and CEO, Siemens Countless articles and books have called for an end to heroic, command-and-control management. In principle, at least, business has heeded that call. Acknowledging the need for employee leadership and shared responsibility,
650		0	_aLeadership. _9742
650		0	_aOrganizational change. _9743
700	1		_aCohen, Allan R. _949073
942			_2lcc _n0 _cBK
999			_c23166 _d23166