Verfügbarkeit: Leadership :: THWS Bibkatalog

Leadership: theory and practice

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Bibliographische Detailangaben
1. Verfasser:	Northouse, Peter Guy (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Thousand Oaks, Calif. Sage 2007
Ausgabe:	4. ed.
Schlagworte:	Leadership Leadership - Cas, Études de Führung Leadership > Case studies Fallstudiensammlung
Online-Zugang:	http://www.loc.gov/catdir/enhancements/fy0661/2006020191-t.html http://www.loc.gov/catdir/enhancements/fy0664/2006020191-d.html http://www.loc.gov/catdir/enhancements/fy0734/2006020191-b.html Inhaltsverzeichnis
Beschreibung:	Includes bibliographical references and indexes
Beschreibung:	XX, 395 S. Ill., graph. Darst.
ISBN:	141294161X 9781412941617

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adam_text	Contents Preface xvii Special Features xviii Audience xix Acknowledgments xix 1. Introduction 1 Leadership Defined 2 Ways of Conceptualizing Leadership 2 Definition and Components 3 Leadership Described 4 Trait Versus Process Leadership 4 Assigned Versus Emergent Leadership 5 Leadership and Power 7 Leadership and Coercion 8 Leadership and Management 9 Plan of the Book 12 Summary 12 References 13 2. Trait Approach 15 Description 15 Intelligence 19 Self Confidence 19 Determination 20 Integrity 20 Sociability 20 Five Factor Personality Model and Leadership 21 Emotional Intelligence 22 How Does the Trait Approach Work? 23 Strengths 24 Criticisms 25 Application 26 Case Studies 27 Case 2.1: Choosing a New Director of Research 27 Case 2.2: A Remarkable Turnaround 29 Case 2.3: Recruiting for the Bank 30 Leadership Instrument 32 Leadership Trait Questionnaire (LTQ) 33 Scoring Interpretation 33 Summary 34 References 36 3. Skills Approach 39 Description 39 Three Skill Approach 40 Technical Skill 40 Human Skill 41 Conceptual Skill 42 Summary of the Three Skill Approach 42 Skills Model 43 Competencies 44 Problem Solving Skills 44 Social Judgment Skills 45 Knowledge 47 Individual Attributes 48 General Cognitive Ability 48 Crystallized Cognitive Ability 49 Motivation 49 Personality 50 Leadership Outcomes 50 Effective Problem Solving 50 Performance 50 Career Experiences 51 Environmental Influences 52 Summary of the Skills Model 53 How Does the Skills Approach Work? 53 Strengths 54 Criticisms 55 Application 56 Case Studies 56 Case 3.1: A Strained Research Team 57 Case 3.2: A Shift for Lieutenant Colonel Adams 59 Case 3.3: Andy s Recipe 61 Leadership Instrument 63 Skills Inventory 65 Scoring 66 Scoring Interpretation 66 Summary 66 References 68 4. Style Approach 69 Description 69 The Ohio State Studies 70 The University of Michigan Studies 71 Blake and Mouton s Managerial (Leadership) Grid 72 Authority Compliance (9,1) 73 Country Club Management (1,9) 73 Impoverished Management (1,1) 74 Middle of the Road Management (5,5) 75 Team Management (9,9) 75 Paternalism/Maternalism 75 Opportunism 75 How Does the Style Approach Work? 76 Strengths 78 Criticisms 79 Application 80 Case Studies 80 Case 4.1: A Drill Sergeant at First 81 Case 4.2: Eating Lunch Standing Up 82 Case 4.3: Enhancing the Department s Culture 83 Leadership Instrument 85 Style Questionnaire 86 Scoring 87 Scoring Interpretation 87 Summary 87 References 88 5. Situational Approach 91 Description 91 Leadership Styles 93 Development Levels 94 How Does the Situational Approach Work? 95 Strengths 96 Criticisms 97 Application 00 Case Studies 101 Case 5.1: What Style Do I Use? 101 Case 5.2: Why Aren t They Listening? 103 Case 5.3: Getting the Message Across 104 Leadership Instrument 105 Situational Leadership: A Brief Questionnaire 107 Scoring Interpretation 09 Summary 110 References 11 6. Contingency Theory H3 Description 1 3 Leadership Styles ! 4 Situational Variables 14 How Does Contingency Theory Work? 116 Strengths I 7 Criticisms 118 Application , 120 Case Studies 12° Case 6.1: No Control Over the Student Council 121 Case 6.2: Giving Him a Hard Time 121 Case 6.3: What s the Best Leader Match? 122 Leadership Instrument 123 Least Preferred Coworker (LPC) Measure 124 Scoring Interpretation 125 Summary 125 References 126 7. Path Goal Theory 127 Description 127 Leader Behaviors 129 Directive Leadership 129 Supportive Leadership 130 Participative Leadership 130 Achievement Oriented Leadership 130 Subordinate Characteristics 131 Task Characteristics 132 How Does Path Goal Theory Work? 133 Strengths 135 Criticisms 136 Application 137 Case Studies 138 Case 7.1: Three Shifts, Three Supervisors 138 Case 7.2: Direction for Some, Support for Others 140 Case 7.3: Marathon Runners at Different Levels 142 Leadership Instrument 144 Path Goal Leadership Questionnaire 146 Scoring 147 Scoring Interpretation 147 Summary 148 References 149 8. Leader Member Exchange Theory 151 Description ] 51 Early Studies 152 Later Studies 154 Leadership Making 155 How Does LMX Theory Work? 157 Strengths 158 Criticisms 159 Application 161 Case Studies 162 Case 8.1: His Team Gets the Best Assignments 163 Case 8.2: Working Hard at Being Fair 164 Case 8.3: Taking On Additional Responsibilities 166 Leadership Instrument 168 LMX 7 Questionnaire 169 Scoring Interpretation 1 70 Summary 171 References 172 9. Transformational Leadership 175 Description 175 Transformational Leadership Defined 176 Transformational Leadership and Charisma 177 A Model of Transformational Leadership 179 Transformational Leadership Factors 181 Idealized Influence 181 Inspirational Motivation 183 Intellectual Stimulation 183 Individualized Consideration 183 Transactional Leadership Factors 185 Contingent Reward 185 Management by Exception 185 Nonleadership Factor 186 Laissez Faire 186 Other Transformational Perspectives 186 Bennis and Nanus 186 Kouzes and Posner 188 Model the Way 188 Inspire a Shared Vision 188 Challenge the Process 188 Enable Others to Act 189 Encourage the Heart 189 How Does the Transformational Approach Work? 189 Strengths 191 Criticisms 192 Application 194 Case Studies 195 Case 9.1: The Vision Failed 196 Case 9.2: Students Dig It 197 Case 9.3: Her Vision Was a Model Research Center 199 Leadership Instrument 201 Summary 202 Sample Items From the Multifactor Leadership Questionnaire (MLQ) Form 5X Short 203 References 204 10. Team Leadership 207 Susan E. Kogler Hill Description 207 Team Leadership Model 209 Leadership Decisions 210 Leadership Decision 1: Should I Monitor the Team or Take Action? 211 Leadership Decision 2: Should I Intervene to Meet Task or Relational Needs? 213 Leadership Decision 3: Should I Intervene Internally or Externally? 213 Leadership Actions 214 Internal Task Leadership Actions 215 Internal Relational Leadership Actions 215 External Environmental Leadership Actions 216 Team Effectiveness 217 Clear, Elevating Goal 218 Results Driven Structure 219 Competent Team Members 219 Unified Commitment 219 Collaborative Climate 220 Standards of Excellence 220 External Support and Recognition 220 Principled Leadership 221 How Does the Team Leadership Model Work? 223 Strengths 224 Criticisms 225 Application 226 Case Studies 227 Case 10.1: Can This Virtual Team Work? 227 Case 10.2: They Dominated the Conversation 229 Case 10.3: Starts With a Bang, Ends With a Whimper 230 Leadership Instrument 231 Team Excellence and Collaborative Team Leader Questionnaire 233 Scoring Interpretation 234 Summary 234 References 235 11. Psvchodynamic Approach 237 Ernest L. Stech Description 237 Background 239 Eric Berne and Transactional Analysis 240 Sigmund Freud and Personality Types 243 Carl Jung and Personality Types 246 Functions and Preferences 248 Types and Leadership 249 Sixteen Types and Leadership 251 Dealing With Followers 252 How Does the Psychodynamic Approach Work? 254 Strengths 255 Criticisms 256 Case Studies 257 Case 11.1: Not the Type Who Sees the Big Picture 257 Case 11.2: Staff Meeting Problems 258 Case 11.3: Unexpected Reactions 259 Leadership Instrument 260 Psychodynamic Approach Survey 261 Scoring 262 Scoring Interpretation 262 Summary 263 References 264 12. Women and Leadership 265 Crystal L. Hoyt Description 265 Gender and Leadership Styles 266 Gender and Leadership Effectiveness 267 The Glass Ceiling 268 Evidence of the Glass Ceiling 268 Motives for Removing the Barriers 270 Explaining the Glass Ceiling 270 Human Capital Differences 270 Gender Differences 273 Prejudice 275 Breaking the Glass Ceiling 278 Strengths 281 Criticisms 282 Application 283 Case Studies 284 Case 12.1: The Glass Ceiling 284 Case 12.2: Lack of Inclusion and Credibility 285 Case 12.3: Pregnancy as a Barrier to Job Status 286 Leadership Instrument 287 The Gender Leader Implicit Association Test 288 Scoring 291 Summary 291 References 293 13. Culture and Leadership 301 Description 301 Culture Defined 302 Related Concepts 303 Ethnocentrism 303 Prejudice 304 Dimensions of Culture 305 Uncertainty Avoidance 306 Power Distance 306 Institutional Collectivism 306 In Group Collectivism 307 Gender Egalitarianism 307 Assertiveness 307 Future Orientation 307 Performance Orientation 307 Humane Orientation 308 Clusters of World Cultures 308 Characteristics of Clusters 309 Anglo 310 Confucian Asia 310 Eastern Europe 310 Germanic Europe 310 Latin America 3 12 Latin Europe 312 Middle East 312 Nordic Europe 3 12 Southern Asia 3 13 Sub Saharan Africa 3 I 3 Leadership Behavior and Culture Clusters 313 Eastern Europe Leadership Profile 314 Latin America Leadership Profile 315 Latin Europe Leadership Profile 315 Confucian Asia Leadership Profile 3 16 Nordic Europe Leadership Profile 317 Anglo Leadership Profile 317 Sub Saharan Africa Leadership Profile 318 Southern Asia Leadership Profile 319 Germanic Europe Leadership Profile 319 Middle East Leadership Profile 321 Universally Desirable and Undesirable Leadership Attributes 321 Strengths 322 Criticisms 324 Application 326 Case Studies 326 Case 13.1: A Challenging Workplace 327 Case 13.2: A Special Kind of Financing 328 Case 13.3: Whose Hispanic Center Is It? 330 Leadership Instrument 333 Dimensions of Culture Questionnaire 334 Scoring 336 Scoring Interpretation 336 Summary 337 References 339 14. Leadership Ethics 341 Description 341 Ethics Defined 342 Ethical Theories 343 Centrality of Ethics to Leadership 346 Heifetz s Perspective on Ethical Leadership 347 Burns s Perspective on Ethical Leadership 348 Greenleaf s Perspective on Ethical Leadership 348 Principles of Ethical Leadership 350 Ethical Leaders Respect Others 351 Ethical Leaders Serve Others 351 Ethical Leaders Are Just 352 Ethical Leaders Are Honest 354 Ethical Leaders Build Community 355 Strengths 356 Criticisms 357 Application 358 Case Studies 358 Case 14.1: A Struggling Company With Not Enough Cash 359 Case 14.2: How Safe Is Safe? 360 Case 14.3: Reexamining a Proposal 362 Leadership Instrument 363 Perceived Leader Integrity Scale (PLIS) 365 Scoring 366 Scoring Interpretation 366 Summary 367 References 368 Name Index 371 Subject Index 379 About the Author 393 About the Contributors 395
adam_txt	Contents Preface xvii Special Features xviii Audience xix Acknowledgments xix 1. Introduction 1 Leadership Defined 2 Ways of Conceptualizing Leadership 2 Definition and Components 3 Leadership Described 4 Trait Versus Process Leadership 4 Assigned Versus Emergent Leadership 5 Leadership and Power 7 Leadership and Coercion 8 Leadership and Management 9 Plan of the Book 12 Summary 12 References 13 2. Trait Approach 15 Description 15 Intelligence 19 Self Confidence 19 Determination 20 Integrity 20 Sociability 20 Five Factor Personality Model and Leadership 21 Emotional Intelligence 22 How Does the Trait Approach Work? 23 Strengths 24 Criticisms 25 Application 26 Case Studies 27 Case 2.1: Choosing a New Director of Research 27 Case 2.2: A Remarkable Turnaround 29 Case 2.3: Recruiting for the Bank 30 Leadership Instrument 32 Leadership Trait Questionnaire (LTQ) 33 Scoring Interpretation 33 Summary 34 References 36 3. Skills Approach 39 Description 39 Three Skill Approach 40 Technical Skill 40 Human Skill 41 Conceptual Skill 42 Summary of the Three Skill Approach 42 Skills Model 43 Competencies 44 Problem Solving Skills 44 Social Judgment Skills 45 Knowledge 47 Individual Attributes 48 General Cognitive Ability 48 Crystallized Cognitive Ability 49 Motivation 49 Personality 50 Leadership Outcomes 50 Effective Problem Solving 50 Performance 50 Career Experiences 51 Environmental Influences 52 Summary of the Skills Model 53 How Does the Skills Approach Work? 53 Strengths 54 Criticisms 55 Application ' 56 Case Studies 56 Case 3.1: A Strained Research Team 57 Case 3.2: A Shift for Lieutenant Colonel Adams 59 Case 3.3: Andy's Recipe 61 Leadership Instrument 63 Skills Inventory 65 Scoring 66 Scoring Interpretation 66 Summary 66 References 68 4. Style Approach 69 Description 69 The Ohio State Studies 70 The University of Michigan Studies 71 Blake and Mouton's Managerial (Leadership) Grid 72 Authority Compliance (9,1) 73 Country Club Management (1,9) 73 Impoverished Management (1,1) 74 Middle of the Road Management (5,5) 75 Team Management (9,9) 75 Paternalism/Maternalism 75 Opportunism 75 How Does the Style Approach Work? 76 Strengths 78 Criticisms 79 Application 80 Case Studies 80 Case 4.1: A Drill Sergeant at First 81 Case 4.2: Eating Lunch Standing Up 82 Case 4.3: Enhancing the Department's Culture 83 Leadership Instrument 85 Style Questionnaire 86 Scoring 87 Scoring Interpretation 87 Summary 87 References 88 5. Situational Approach 91 Description 91 Leadership Styles 93 Development Levels 94 How Does the Situational Approach Work? 95 Strengths 96 Criticisms 97 Application ' 00 Case Studies 101 Case 5.1: What Style Do I Use? 101 Case 5.2: Why Aren't They Listening? 103 Case 5.3: Getting the Message Across 104 Leadership Instrument 105 Situational Leadership: A Brief Questionnaire 107 Scoring Interpretation ' 09 Summary 110 References 11' 6. Contingency Theory H3 Description 1' 3 Leadership Styles !'4 Situational Variables ' 14 How Does Contingency Theory Work? 116 Strengths I'7 Criticisms 118 Application , 120 Case Studies 12° Case 6.1: No Control Over the Student Council 121 Case 6.2: Giving Him a Hard Time 121 Case 6.3: What's the Best Leader Match? 122 Leadership Instrument 123 Least Preferred Coworker (LPC) Measure 124 Scoring Interpretation 125 Summary 125 References 126 7. Path Goal Theory 127 Description 127 Leader Behaviors 129 Directive Leadership 129 Supportive Leadership 130 Participative Leadership 130 Achievement Oriented Leadership 130 Subordinate Characteristics 131 Task Characteristics 132 How Does Path Goal Theory Work? 133 Strengths 135 Criticisms 136 Application 137 Case Studies 138 Case 7.1: Three Shifts, Three Supervisors 138 Case 7.2: Direction for Some, Support for Others 140 Case 7.3: Marathon Runners at Different Levels 142 Leadership Instrument 144 Path Goal Leadership Questionnaire 146 Scoring 147 Scoring Interpretation 147 Summary 148 References 149 8. Leader Member Exchange Theory 151 Description ] 51 Early Studies 152 Later Studies 154 Leadership Making 155 How Does LMX Theory Work? 157 Strengths 158 Criticisms 159 Application 161 Case Studies 162 Case 8.1: His Team Gets the Best Assignments 163 Case 8.2: Working Hard at Being Fair 164 Case 8.3: Taking On Additional Responsibilities 166 Leadership Instrument 168 LMX 7 Questionnaire 169 Scoring Interpretation 1 70 Summary 171 References 172 9. Transformational Leadership 175 Description 175 Transformational Leadership Defined 176 Transformational Leadership and Charisma 177 A Model of Transformational Leadership 179 Transformational Leadership Factors 181 Idealized Influence 181 Inspirational Motivation 183 Intellectual Stimulation 183 Individualized Consideration 183 Transactional Leadership Factors 185 Contingent Reward 185 Management by Exception 185 Nonleadership Factor 186 Laissez Faire 186 Other Transformational Perspectives 186 Bennis and Nanus 186 Kouzes and Posner 188 Model the Way 188 Inspire a Shared Vision 188 Challenge the Process 188 Enable Others to Act 189 Encourage the Heart 189 How Does the Transformational Approach Work? 189 Strengths 191 Criticisms 192 Application 194 Case Studies 195 Case 9.1: The Vision Failed 196 Case 9.2: Students Dig It 197 Case 9.3: Her Vision Was a Model Research Center 199 Leadership Instrument 201 Summary 202 Sample Items From the Multifactor Leadership Questionnaire (MLQ) Form 5X Short 203 References 204 10. Team Leadership 207 Susan E. Kogler Hill Description 207 Team Leadership Model 209 Leadership Decisions 210 Leadership Decision 1: Should I Monitor the Team or Take Action? 211 Leadership Decision 2: Should I Intervene to Meet Task or Relational Needs? 213 Leadership Decision 3: Should I Intervene Internally or Externally? 213 Leadership Actions 214 Internal Task Leadership Actions 215 Internal Relational Leadership Actions 215 External Environmental Leadership Actions 216 Team Effectiveness 217 Clear, Elevating Goal 218 Results Driven Structure 219 Competent Team Members 219 Unified Commitment 219 Collaborative Climate 220 Standards of Excellence 220 External Support and Recognition 220 Principled Leadership 221 How Does the Team Leadership Model Work? 223 Strengths 224 Criticisms 225 Application 226 Case Studies 227 Case 10.1: Can This Virtual Team Work? 227 Case 10.2: They Dominated the Conversation 229 Case 10.3: Starts With a Bang, Ends With a Whimper 230 Leadership Instrument 231 Team Excellence and Collaborative Team Leader Questionnaire 233 Scoring Interpretation 234 Summary 234 References 235 11. Psvchodynamic Approach 237 Ernest L. Stech Description 237 Background 239 Eric Berne and Transactional Analysis 240 Sigmund Freud and Personality Types 243 Carl Jung and Personality Types 246 Functions and Preferences 248 Types and Leadership 249 Sixteen Types and Leadership 251 Dealing With Followers 252 How Does the Psychodynamic Approach Work? 254 Strengths 255 Criticisms 256 Case Studies 257 Case 11.1: Not the Type Who Sees the Big Picture 257 Case 11.2: Staff Meeting Problems 258 Case 11.3: Unexpected Reactions 259 Leadership Instrument 260 Psychodynamic Approach Survey 261 Scoring 262 Scoring Interpretation 262 Summary 263 References 264 12. Women and Leadership 265 Crystal L. Hoyt Description 265 Gender and Leadership Styles 266 Gender and Leadership Effectiveness 267 The Glass Ceiling 268 Evidence of the Glass Ceiling 268 Motives for Removing the Barriers 270 Explaining the Glass Ceiling 270 Human Capital Differences 270 Gender Differences 273 Prejudice 275 Breaking the Glass Ceiling 278 Strengths 281 Criticisms 282 Application 283 Case Studies 284 Case 12.1: The Glass Ceiling 284 Case 12.2: Lack of Inclusion and Credibility 285 Case 12.3: Pregnancy as a Barrier to Job Status 286 Leadership Instrument 287 The Gender Leader Implicit Association Test 288 Scoring 291 Summary 291 References 293 13. Culture and Leadership 301 Description 301 Culture Defined 302 Related Concepts 303 Ethnocentrism 303 Prejudice 304 Dimensions of Culture 305 Uncertainty Avoidance 306 Power Distance 306 Institutional Collectivism 306 In Group Collectivism 307 Gender Egalitarianism 307 Assertiveness 307 Future Orientation 307 Performance Orientation 307 Humane Orientation 308 Clusters of World Cultures 308 Characteristics of Clusters 309 Anglo 310 Confucian Asia 310 Eastern Europe 310 Germanic Europe 310 Latin America 3 12 Latin Europe 312 Middle East 312 Nordic Europe 3 12 Southern Asia 3 13 Sub Saharan Africa 3 I 3 Leadership Behavior and Culture Clusters 313 Eastern Europe Leadership Profile 314 Latin America Leadership Profile 315 Latin Europe Leadership Profile 315 Confucian Asia Leadership Profile 3 16 Nordic Europe Leadership Profile 317 Anglo Leadership Profile 317 Sub Saharan Africa Leadership Profile 318 Southern Asia Leadership Profile 319 Germanic Europe Leadership Profile 319 Middle East Leadership Profile 321 Universally Desirable and Undesirable Leadership Attributes 321 Strengths 322 Criticisms 324 Application 326 Case Studies 326 Case 13.1: A Challenging Workplace 327 Case 13.2: A Special Kind of Financing 328 Case 13.3: Whose Hispanic Center Is It? 330 Leadership Instrument 333 Dimensions of Culture Questionnaire 334 Scoring 336 Scoring Interpretation 336 Summary 337 References 339 14. Leadership Ethics 341 Description 341 Ethics Defined 342 Ethical Theories 343 Centrality of Ethics to Leadership 346 Heifetz's Perspective on Ethical Leadership 347 Burns's Perspective on Ethical Leadership 348 Greenleaf's Perspective on Ethical Leadership 348 Principles of Ethical Leadership 350 Ethical Leaders Respect Others 351 Ethical Leaders Serve Others 351 Ethical Leaders Are Just 352 Ethical Leaders Are Honest 354 Ethical Leaders Build Community 355 Strengths 356 Criticisms 357 Application 358 Case Studies 358 Case 14.1: A Struggling Company With Not Enough Cash 359 Case 14.2: How Safe Is Safe? 360 Case 14.3: Reexamining a Proposal 362 Leadership Instrument 363 Perceived Leader Integrity Scale (PLIS) 365 Scoring 366 Scoring Interpretation 366 Summary 367 References 368 Name Index 371 Subject Index 379 About the Author 393 About the Contributors 395
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oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-016252752
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spelling	Northouse, Peter Guy Verfasser (DE-588)128958774 aut Leadership theory and practice Peter G. Northouse 4. ed. Thousand Oaks, Calif. Sage 2007 XX, 395 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and indexes Leadership Leadership - Cas, Études de Führung Leadership -- Case studies Führung (DE-588)4018776-7 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Führung (DE-588)4018776-7 s DE-604 http://www.loc.gov/catdir/enhancements/fy0661/2006020191-t.html http://www.loc.gov/catdir/enhancements/fy0664/2006020191-d.html http://www.loc.gov/catdir/enhancements/fy0734/2006020191-b.html HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016252752&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis
spellingShingle	Northouse, Peter Guy Leadership theory and practice Leadership Leadership - Cas, Études de Führung Leadership -- Case studies Führung (DE-588)4018776-7 gnd
subject_GND	(DE-588)4018776-7 (DE-588)4522595-3
title	Leadership theory and practice
title_auth	Leadership theory and practice
title_exact_search	Leadership theory and practice
title_exact_search_txtP	Leadership theory and practice
title_full	Leadership theory and practice Peter G. Northouse
title_fullStr	Leadership theory and practice Peter G. Northouse
title_full_unstemmed	Leadership theory and practice Peter G. Northouse
title_short	Leadership
title_sort	leadership theory and practice
title_sub	theory and practice
topic	Leadership Leadership - Cas, Études de Führung Leadership -- Case studies Führung (DE-588)4018776-7 gnd
topic_facet	Leadership Leadership - Cas, Études de Führung Leadership -- Case studies Fallstudiensammlung
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