Verfügbarkeit: Positive leadership

Positive leadership: the management revolution

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Bibliographische Detailangaben
1. Verfasser:	Seliger, Ruth (VerfasserIn)
Format:	Buch
Sprache:	English German
Veröffentlicht:	Stuttgart Schäffer-Poeschel Verlag Februar 2022
Schlagworte:	Führungskraft Positive Psychologie Führungspsychologie HR Seliger Personal
Online-Zugang:	Inhaltsverzeichnis Inhaltsverzeichnis
Beschreibung:	243 Seiten Illustrationen
ISBN:	9783791054940

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Datensatz im Suchindex

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adam_text	CONTENT PREAMBLE ............................................................................................................................ 5 PART 1: CONCEPTUAL AND METHODOLOGICAL FOUNDATIONS ..................................................... 15 1 THE PARADIGM SHIFT .................................................................................................. 17 1.1 THE WORLDVIEWOF MODERNITY .................................................................................... 18 1.2 THE TRANSITION TO POSTMODERNISM ............................................................................. 21 1.3 WEARE WITNESSINGTHEEMERGENCEOFA NEW PARADIGM - FORTUNATELY! ......................... 23 1.4 THE PARADIGM SHIFT IN MANAGEMENT .......................................................................... 24 1.4.1 SOCIETY IN FLUX ............................................................................................. 25 1.4.2 ORGANISATIONSINFLUX .................................................................................. 25 1.4.3 LEADERSHIP IN FLUX ...................................................................................... 33 1.5 CONCLUSION ................................................................................................................ 39 2 THEORETICAL FOUNDATIONS OF POSITIVE LEADERSHIP ...................................................... 41 2.1 SYSTEMICTHINKING ..................................................................................................... 41 2.1.1 CYBERNETICS ................................................................................................ 42 2.1.2 CONSTRUCTIVISM ........................................................................................... 43 2.1.3 SYSTEMS THEORY ......................................................................................... 43 2.1.4 SYSTEMICTHINKINGAND LEADERSHIP .............................................................. 44 2.2 POSITIVE PSYCHOLOGY AND HAPPINESS RESEARCH ............................................................ 44 2.2.1 WHY DO WE NEED EMOTIONS? ...................................................................... 45 2.2.2 THE SIGNIFICANCE OF POSITIVE EMOTIONS ....................................................... 46 2.2.3 HAPPINESS RESEARCH .................................................................................. 49 2.3 BRAIN RESEARCH .......................................................................................................... 52 2.3.1 EMOTIONS AND INTELLECTCANNOTBESEPARATED ............................................. 52 2.3.2 OURBRAINSLEARNTOLEARN ............................................................................ 54 2.3.3 OURBRAINSARESELF-ORGANISING ................................................................... 54 2.3.4 OUR BRAINS ARE SOCIAL ............................................................................... 55 2.3.5 OUR BRAINS MAKE SENSE ............................................................................ 56 2.3.6 BRAIN RESEARCH AND LEADERSHIP ................................................................... 57 2.4 NEWECONOMICS ......................................................................................................... 58 2.4.1 COMPETING SCHOOLS OFTHOUGHT ................................................................... 59 2.4.2 ECONOMICS AND HAPPINESS .......................................................................... 60 2.4.3 ECONOMICS AND EMOTION ............................................................................ 61 9 3 WHAT IS POSITIVE LEADERSHIP? ................................................................................. 65 3.1 WHAT DOES POSITIVE MEAN? .................................................................................... 65 3.1.1 THE POSITIVEIS WHAT IS REAL ....................................................................... 65 3.1.2 THE POSITIVE IS NOW ..................................................................................... 66 3.1.3 THE POSITIVE IS NORMAL ............................................................................ 66 3.1.4 THE POSITIVE IS VALUABLE .......................................................................... 67 3.2 WHAT DOES LEADERSHIP MEAN? ................................................................................. 67 3.2.1 THE MEANINGOF LEADERSHIP ........................................................................ 69 3.2.2 THE TASKSOF LEADERSHIP .............................................................................. 72 3.3 A POSITIVE IMAGE OF WORK ........................................................................................... 74 3.3.1 DEFINITION: WORK .......................................................................................... 74 3.3.2 ALIENATED WORK ........................................................................................ 75 3.3.3 THE BIRTH OFSCIENTIFIC MANAGEMENT ........................................................... 76 3.3.4 LEAN PRODUCTION AND THE TOYOTA MODEL ..................................................... 77 3.3.5 KNOWTEDGEASA CENTRAL PRODUCTIVE FORCE .................................................... 78 3.4 ORGANISATIONALENERGY ............................................................................................... 79 3.4.1 WHAT IS ENERGY? .......................................................................................... 79 3.4.2 MEASURING ORGANISATIONALENERGY: THE ENERGY MATRIX ................................. 81 3.5 THE THREE POSITIVE PRINCIPLES: SENSE, CONFIDENCE, AND INFLUENCE ............................... 86 3.5.1 POSITIVE PRINCIPLE #1: MEANING ................................................................... 87 3.5.2 POSITIVE PRINCIPLE #2: CONFIDENCE .............................................................. 88 3.5.3 POSITIVE PRINCIPLE #3: INFLUENCE .................................................................. 89 3.6 CONCLUSION ................................................................................................................ 89 4 CENTRAL INSTRUMENTS AND CONCEPTSOF POSITIVE LEADERSHIP ...................................... 93 4.1 SOLUTION-ORIENTED QUESTIONING: ENTERING THE REALM OF SOLUTIONS ............................... 94 4.1.1 PROBLEMS - DO THEY EXIST? .......................................................................... 94 4.1.2 ASOLUTION-FOCUSSED APPROACH INSTEAD OF PROBLEM HYPNOSIS .................. 94 4.1.3 A SOLUTION-FOCUSSED APPROACH TO MANAGEMENT ........................................... 95 4.2 APPRECIATIVE INQUIRY: RADICAL RESOURCE ORIENTATION .................................................. 96 4.2.1 THE ROOTSOF APPRECIATIVE INQUIRY .............................................................. 96 4.2.2 PHILOSOPHY AND ATTITUDE ............................................................................ 97 4.2.3 THE AI INTERVIEW .......................................................................................... 97 4.2.4 THE AI PROCESSOF CHANGE ............................................................................ 101 4.3 LARGE GROUPS: ALL TOGETHERNOWL ............................................................................... 103 4.3.1 DIFFERENT FORMATS ........................................................................................ 104 4.3.2 THE WHOLE SYSTEM IN ONE ROOM .............................................................. 105 4.3.3 AREAS OFAPPLICATION ................................................................................... 106 10 4.4 POS - POSITIVE ORGANIZATIONAL SCHOLARSHIP AND POSITIVE DEVIATION ............................ 108 4.4.1 POSITIVE DEVIATION AS A NEW METHOD OF MEASUREMENT ............................... 108 4.4.2 POSITIVE DEVIATION AND LEADERSHIP .............................................................. 110 4.5 STRENGTHS-BASED LEADERSHIP .................................................................................... 111 4.6 FLOW .......................................................................................................................... 113 4.6.1 THEEIGHTCOMPONENTSOFFLOW ................................................................... 113 4.6.2 THE ART OF POSITIVE LEADERSHIP ..................................................................... 114 4.7 CONCLUSION ................................................................................................................ 116 PART 2: POSITIVE LEADERSHIP IN PRACTICE ............................................................................. 117 5 THE THREE DIMENSIONS OF LEADERSHIP ........................................................................ 119 5.1 LEADINGONESELF ......................................................................................................... 120 5.2 LEADING PEOPLE ......................................................................................................... 121 5.3 LEADING THE ORGANISATION ......................................................................................... 123 6 LEADINGONESELF POSITIVELY ........................................................................................ 125 6.1 BECOMINGANEFFICIENTLEADER .................................................................................... 125 6.2 POSITIVE SELF-REFLECTION .............................................................................................. 125 6.3 INSTRUMENTS OF POSITIVE REFLECTIONFORTHE PERSON ..................................................... 127 6.4 INSTRUMENTS OF POSITIVE REFLECTION ON A LEADERSHIP ROLE ............................................. 133 6.5 INSTRUMENTS OFPOSITIVE REFLECTION ONYOUROWN WORK .............................................. 135 6.6 OUT OF THE BOX! .......................................................................................................... 139 7 LEADING PEOPLE POSITIVELY ........................................................................................ 141 7.1 INTRODUCTION .............................................................................................................. 141 7.2 CREATING POSITIVE COMMUNICATION ............................................................................. 143 7.2.1 REFLECTONYOURIMAGEOFYOUREMPLOYEES! ................................................ 144 7.2.2 CONSCIOUSLY SHAPEYOURBEHAVIOUR! .......................................................... 146 7.3 MOBILISING ENERGY: PROVIDE MEANING! ........................................................................ 147 7.3.1 PROVIDE MEANING BYENCOURAGING SELF-REFLECTION ................................ 148 7.3.2 PROVIDE MEANING BYMEANSOF THE BIGGERPICTUREOF WORK ...................... 148 7.3.3 CREATEA POSITIVE VISION OF THE FUTURE ......................................................... 151 7.3.4 PROVIDE MEANING BYWAYOF QUALITATIVE GOALS ............................................. 154 7.4 FOCUSSINGRESOURCES:CREATE CONFIDENCE! ................................................................. 158 7.4.1 SPREAD CONFIDENCE BYPROVIDING IMPULSES FOR POSITIVE SELF-REFLECTION ....... 159 7.4.2 SELECTEMPLOYEESONTHEBASISOFTHEIRSTRENGTHS-NOTTHEIRPOSITION ....... 159 7.4.3 SUPPORT THE PERFORMANCE PROCESS .............................................................. 161 7.4.4 SUPPORT PROBLEM-SOLVING PROCESSESL ......................................................... 163 11 7.5 GIVE AND EXERT INFLUENCE! .......................................................................................... 165 7.5.1 DECISIONS AND POWER ASA MEDIUM OF LEADERSHIP ........................................ 165 7.5.2 POSITIVE DIRECTCOMMUNICATION .................................................................. 167 7.5.3 POSITIVE ORGANISED COMMUNICATION ............................................................ 170 7.5.4 POSITIVE INFORMAL COMMUNICATION .............................................................. 174 7.5.5 GIVE INFLUENCE! BEDEMANDINGOFYOUREMPLOYEES! EMPOWERTHEM! ......... 175 7.5.6 DELEGATION-INVOLVEMENT-EMPOWERMENT ............................................... 178 7.6 CONCLUSION ................................................................................................................ 183 8 LEADING AN ORGANISATION POSITIVELY - CREATING POSITIVE ORGANISATIONS ................... 185 8.1 POSITIVE IMAGESOF ORGANISATIONS ............................................................................... 185 8.2 THE MEANING OF ORGANISATIONS ................................................................................... 187 8.2.1 SATISFYINGNEEDS AND SOLVING PROBLEMS ..................................................... 187 8.2.2 CONTRIBUTE TO SOCIETY ................................................................................. 187 8.2.3 SURVIVAL ...................................................................................................... 189 8.2.4 CHARACTERISTICSOF POSITIVE ORGANISATIONS .................................................... 190 8.3 CREATING POSITIVE ORGANISATIONS: ORGANISATIONAL DESIGN ........................................... 190 8.3.1 ORGANISATIONAL DESIGN ASA LEADERSHIP TASK ................................................ 190 8.3.2 DEVELOPINGYOUROWN ORGANISATIONAL DESIGN ............................................... 194 8.3.3 THE ORGANISATIONAL DESIGN PROCESS IN 10 STEPS ........................................... 194 8.4 DESIGNING THE CHANGE PROCESS: POSITIVE CHANGE ....................................................... 215 8.4.1 CHANGE AS A PROCESS OF ORGANISATIONAL LEARNING ......................................... 215 8.4.2 POSITIVECHANGE ASA LEARNINGJOURNEY ....................................................... 217 8.4.3 IMPORTANT STAGESOF THE CHANGE PROCESS .................................................... 218 8.4.4 ROAD MAP FORSUSTAINABLE CHANGE .............................................................. 221 8.5 LEADERSHIP DESIGNS ITSELF: DEVELOPING POSITIVE LEADERSHIP ........................................ 222 8.5.1 MEANING AND VALUES OF LEADERSHIP: CREATE A MISSION STATEMENT FORLEADERSHIP ............................................................................ 223 8.5.2 THE END OFLONESOMEHEROES-TEAM WORK AND LATERAL COOPERATION ............ 226 8.6 CONCLUSION ................................................................................................................ 230 9 IMPLEMENTING POSITIVE LEADERSHIP EFFECTIVELY: NOTHING GOOD WILL HAPPEN UNLESS YOU DO IT YOURSELF .......................................................................................... 231 9.1 APPRECIATION AND LIMITATIONS OF POSITIVE LEADERSHIP .................................................. 231 9.2 ENERGY CHECK ............................................................................................................. 232 12 9.3 INSPIRATION FORYOURIMPLEMENTATION ........................................................................ 233 9.3.1 THREE PREMISES FOR LEADERSHIP LEARNING ...................................................... 235 9.3.2 DESIGN YOUR PERSONAL LEARNING PROCESS ...................................................... 236 REFERENCES ....................................................................................................................... 239 THEAUTHOR ....................................................................................................................... 243 13
adam_txt	CONTENT PREAMBLE . 5 PART 1: CONCEPTUAL AND METHODOLOGICAL FOUNDATIONS . 15 1 THE PARADIGM SHIFT . 17 1.1 THE WORLDVIEWOF MODERNITY . 18 1.2 THE TRANSITION TO POSTMODERNISM . 21 1.3 WEARE WITNESSINGTHEEMERGENCEOFA NEW PARADIGM - FORTUNATELY! . 23 1.4 THE PARADIGM SHIFT IN MANAGEMENT . 24 1.4.1 SOCIETY IN FLUX . 25 1.4.2 ORGANISATIONSINFLUX . 25 1.4.3 LEADERSHIP IN FLUX . 33 1.5 CONCLUSION . 39 2 THEORETICAL FOUNDATIONS OF POSITIVE LEADERSHIP . 41 2.1 SYSTEMICTHINKING . 41 2.1.1 CYBERNETICS . 42 2.1.2 CONSTRUCTIVISM . 43 2.1.3 SYSTEMS THEORY . 43 2.1.4 SYSTEMICTHINKINGAND LEADERSHIP . 44 2.2 POSITIVE PSYCHOLOGY AND HAPPINESS RESEARCH . 44 2.2.1 WHY DO WE NEED EMOTIONS? . 45 2.2.2 THE SIGNIFICANCE OF POSITIVE EMOTIONS . 46 2.2.3 HAPPINESS RESEARCH . 49 2.3 BRAIN RESEARCH . 52 2.3.1 EMOTIONS AND INTELLECTCANNOTBESEPARATED . 52 2.3.2 OURBRAINSLEARNTOLEARN . 54 2.3.3 OURBRAINSARESELF-ORGANISING . 54 2.3.4 OUR BRAINS ARE SOCIAL . 55 2.3.5 OUR BRAINS MAKE SENSE . 56 2.3.6 BRAIN RESEARCH AND LEADERSHIP . 57 2.4 NEWECONOMICS . 58 2.4.1 COMPETING SCHOOLS OFTHOUGHT . 59 2.4.2 ECONOMICS AND HAPPINESS . 60 2.4.3 ECONOMICS AND EMOTION . 61 9 3 WHAT IS POSITIVE LEADERSHIP? . 65 3.1 WHAT DOES POSITIVE MEAN? . 65 3.1.1 THE POSITIVEIS WHAT IS REAL . 65 3.1.2 THE POSITIVE IS NOW . 66 3.1.3 THE POSITIVE IS NORMAL . 66 3.1.4 THE POSITIVE IS VALUABLE . 67 3.2 WHAT DOES LEADERSHIP MEAN? . 67 3.2.1 THE MEANINGOF LEADERSHIP . 69 3.2.2 THE TASKSOF LEADERSHIP . 72 3.3 A POSITIVE IMAGE OF WORK . 74 3.3.1 DEFINITION: WORK . 74 3.3.2 ALIENATED WORK . 75 3.3.3 THE BIRTH OFSCIENTIFIC MANAGEMENT . 76 3.3.4 LEAN PRODUCTION AND THE TOYOTA MODEL . 77 3.3.5 KNOWTEDGEASA CENTRAL PRODUCTIVE FORCE . 78 3.4 ORGANISATIONALENERGY . 79 3.4.1 WHAT IS ENERGY? . 79 3.4.2 MEASURING ORGANISATIONALENERGY: THE ENERGY MATRIX . 81 3.5 THE THREE POSITIVE PRINCIPLES: SENSE, CONFIDENCE, AND INFLUENCE . 86 3.5.1 POSITIVE PRINCIPLE #1: MEANING . 87 3.5.2 POSITIVE PRINCIPLE #2: CONFIDENCE . 88 3.5.3 POSITIVE PRINCIPLE #3: INFLUENCE . 89 3.6 CONCLUSION . 89 4 CENTRAL INSTRUMENTS AND CONCEPTSOF POSITIVE LEADERSHIP . 93 4.1 SOLUTION-ORIENTED QUESTIONING: ENTERING THE REALM OF SOLUTIONS . 94 4.1.1 PROBLEMS - DO THEY EXIST? . 94 4.1.2 ASOLUTION-FOCUSSED APPROACH INSTEAD OF PROBLEM HYPNOSIS . 94 4.1.3 A SOLUTION-FOCUSSED APPROACH TO MANAGEMENT . 95 4.2 APPRECIATIVE INQUIRY: RADICAL RESOURCE ORIENTATION . 96 4.2.1 THE ROOTSOF APPRECIATIVE INQUIRY . 96 4.2.2 PHILOSOPHY AND ATTITUDE . 97 4.2.3 THE AI INTERVIEW . 97 4.2.4 THE AI PROCESSOF CHANGE . 101 4.3 LARGE GROUPS: ALL TOGETHERNOWL . 103 4.3.1 DIFFERENT FORMATS . 104 4.3.2 THE WHOLE SYSTEM IN ONE ROOM . 105 4.3.3 AREAS OFAPPLICATION . 106 10 4.4 POS - POSITIVE ORGANIZATIONAL SCHOLARSHIP AND POSITIVE DEVIATION . 108 4.4.1 POSITIVE DEVIATION AS A NEW METHOD OF MEASUREMENT . 108 4.4.2 POSITIVE DEVIATION AND LEADERSHIP . 110 4.5 STRENGTHS-BASED LEADERSHIP . 111 4.6 FLOW . 113 4.6.1 THEEIGHTCOMPONENTSOFFLOW . 113 4.6.2 THE ART OF POSITIVE LEADERSHIP . 114 4.7 CONCLUSION . 116 PART 2: POSITIVE LEADERSHIP IN PRACTICE . 117 5 THE THREE DIMENSIONS OF LEADERSHIP . 119 5.1 LEADINGONESELF . 120 5.2 LEADING PEOPLE . 121 5.3 LEADING THE ORGANISATION . 123 6 LEADINGONESELF POSITIVELY . 125 6.1 BECOMINGANEFFICIENTLEADER . 125 6.2 POSITIVE SELF-REFLECTION . 125 6.3 INSTRUMENTS OF POSITIVE REFLECTIONFORTHE PERSON . 127 6.4 INSTRUMENTS OF POSITIVE REFLECTION ON A LEADERSHIP ROLE . 133 6.5 INSTRUMENTS OFPOSITIVE REFLECTION ONYOUROWN WORK . 135 6.6 OUT OF THE BOX! . 139 7 LEADING PEOPLE POSITIVELY . 141 7.1 INTRODUCTION . 141 7.2 CREATING POSITIVE COMMUNICATION . 143 7.2.1 REFLECTONYOURIMAGEOFYOUREMPLOYEES! . 144 7.2.2 CONSCIOUSLY SHAPEYOURBEHAVIOUR! . 146 7.3 MOBILISING ENERGY: PROVIDE MEANING! . 147 7.3.1 PROVIDE MEANING BYENCOURAGING SELF-REFLECTION . 148 7.3.2 PROVIDE MEANING BYMEANSOF THE BIGGERPICTUREOF WORK . 148 7.3.3 CREATEA POSITIVE VISION OF THE FUTURE . 151 7.3.4 PROVIDE MEANING BYWAYOF QUALITATIVE GOALS . 154 7.4 FOCUSSINGRESOURCES:CREATE CONFIDENCE! . 158 7.4.1 SPREAD CONFIDENCE BYPROVIDING IMPULSES FOR POSITIVE SELF-REFLECTION . 159 7.4.2 SELECTEMPLOYEESONTHEBASISOFTHEIRSTRENGTHS-NOTTHEIRPOSITION . 159 7.4.3 SUPPORT THE PERFORMANCE PROCESS . 161 7.4.4 SUPPORT PROBLEM-SOLVING PROCESSESL . 163 11 7.5 GIVE AND EXERT INFLUENCE! . 165 7.5.1 DECISIONS AND POWER ASA MEDIUM OF LEADERSHIP . 165 7.5.2 POSITIVE DIRECTCOMMUNICATION . 167 7.5.3 POSITIVE ORGANISED COMMUNICATION . 170 7.5.4 POSITIVE INFORMAL COMMUNICATION . 174 7.5.5 GIVE INFLUENCE! BEDEMANDINGOFYOUREMPLOYEES! EMPOWERTHEM! . 175 7.5.6 DELEGATION-INVOLVEMENT-EMPOWERMENT . 178 7.6 CONCLUSION . 183 8 LEADING AN ORGANISATION POSITIVELY - CREATING POSITIVE ORGANISATIONS . 185 8.1 POSITIVE IMAGESOF ORGANISATIONS . 185 8.2 THE MEANING OF ORGANISATIONS . 187 8.2.1 SATISFYINGNEEDS AND SOLVING PROBLEMS . 187 8.2.2 CONTRIBUTE TO SOCIETY . 187 8.2.3 SURVIVAL . 189 8.2.4 CHARACTERISTICSOF POSITIVE ORGANISATIONS . 190 8.3 CREATING POSITIVE ORGANISATIONS: ORGANISATIONAL DESIGN . 190 8.3.1 ORGANISATIONAL DESIGN ASA LEADERSHIP TASK . 190 8.3.2 DEVELOPINGYOUROWN ORGANISATIONAL DESIGN . 194 8.3.3 THE ORGANISATIONAL DESIGN PROCESS IN 10 STEPS . 194 8.4 DESIGNING THE CHANGE PROCESS: POSITIVE CHANGE . 215 8.4.1 CHANGE AS A PROCESS OF ORGANISATIONAL LEARNING . 215 8.4.2 POSITIVECHANGE ASA LEARNINGJOURNEY . 217 8.4.3 IMPORTANT STAGESOF THE CHANGE PROCESS . 218 8.4.4 ROAD MAP FORSUSTAINABLE CHANGE . 221 8.5 LEADERSHIP DESIGNS ITSELF: DEVELOPING POSITIVE LEADERSHIP . 222 8.5.1 MEANING AND VALUES OF LEADERSHIP: CREATE A MISSION STATEMENT FORLEADERSHIP . 223 8.5.2 THE END OFLONESOMEHEROES-TEAM WORK AND LATERAL COOPERATION . 226 8.6 CONCLUSION . 230 9 IMPLEMENTING POSITIVE LEADERSHIP EFFECTIVELY: NOTHING GOOD WILL HAPPEN UNLESS YOU DO IT YOURSELF . 231 9.1 APPRECIATION AND LIMITATIONS OF POSITIVE LEADERSHIP . 231 9.2 ENERGY CHECK . 232 12 9.3 INSPIRATION FORYOURIMPLEMENTATION . 233 9.3.1 THREE PREMISES FOR LEADERSHIP LEARNING . 235 9.3.2 DESIGN YOUR PERSONAL LEARNING PROCESS . 236 REFERENCES . 239 THEAUTHOR . 243 13
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id	DE-604.BV048203542
illustrated	Illustrated
index_date	2024-07-03T19:47:17Z
indexdate	2024-07-10T09:31:54Z
institution	BVB
institution_GND	(DE-588)2010146-6
isbn	9783791054940
language	English German
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-033584487
oclc_num	1309099003
open_access_boolean
owner	DE-19 DE-BY-UBM DE-859 DE-473 DE-BY-UBG DE-N2
owner_facet	DE-19 DE-BY-UBM DE-859 DE-473 DE-BY-UBG DE-N2
physical	243 Seiten Illustrationen
publishDate	2022
publishDateSearch	2022
publishDateSort	2022
publisher	Schäffer-Poeschel Verlag
record_format	marc
spelling	Seliger, Ruth Verfasser (DE-588)134116275 aut Positive leadership Positive leadership the management revolution Ruth Seliger Stuttgart Schäffer-Poeschel Verlag Februar 2022 243 Seiten Illustrationen txt rdacontent n rdamedia nc rdacarrier Führungskraft (DE-588)4071497-4 gnd rswk-swf Positive Psychologie (DE-588)7529822-3 gnd rswk-swf Führungspsychologie (DE-588)4155575-2 gnd rswk-swf HR Seliger Personal Führungskraft (DE-588)4071497-4 s Führungspsychologie (DE-588)4155575-2 s Positive Psychologie (DE-588)7529822-3 s DE-604 Fachverlag für Wirtschafts- und Steuerrecht Schäffer (Stuttgart) (DE-588)2010146-6 pbl Erscheint auch als Online-Ausgabe, PDF 978-3-7910-5493-3 B:DE-101 application/pdf https://d-nb.info/1251832229/04 Inhaltsverzeichnis DNB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=033584487&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis
spellingShingle	Seliger, Ruth Positive leadership the management revolution Führungskraft (DE-588)4071497-4 gnd Positive Psychologie (DE-588)7529822-3 gnd Führungspsychologie (DE-588)4155575-2 gnd
subject_GND	(DE-588)4071497-4 (DE-588)7529822-3 (DE-588)4155575-2
title	Positive leadership the management revolution
title_alt	Positive leadership
title_auth	Positive leadership the management revolution
title_exact_search	Positive leadership the management revolution
title_exact_search_txtP	Positive leadership the management revolution
title_full	Positive leadership the management revolution Ruth Seliger
title_fullStr	Positive leadership the management revolution Ruth Seliger
title_full_unstemmed	Positive leadership the management revolution Ruth Seliger
title_short	Positive leadership
title_sort	positive leadership the management revolution
title_sub	the management revolution
topic	Führungskraft (DE-588)4071497-4 gnd Positive Psychologie (DE-588)7529822-3 gnd Führungspsychologie (DE-588)4155575-2 gnd
topic_facet	Führungskraft Positive Psychologie Führungspsychologie
url	https://d-nb.info/1251832229/04 http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=033584487&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
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MARC

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