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008			200611s2020 gw | s |||| 0|eng d
020			_a9783030419714
040			_dUNAV _bspa _cUEV
050			_aHD38.5 _b.D38 2020 EB
082	0	4	_a658.4092 _223
100	1		_aDavi, Wiley C.
245	1	0	_aLeading with Uncommon Sense : _bSlowing Down, Looking Inward, Taking Action _cby Wiley C. Davi, Duncan H. Spelman
250			_a1st ed
260			_aCham _bSpringer International Publishing _c2020
300			_a1 recurso en línea (IX, 170 p.)
336			_2rdacontent _aTexto (visual) _btxt
337			_2rdamedia _aelectrónico _bc
338			_2rdacarrier _arecurso electrónico _bcr
490	0		_aSpringer eBooks
490	0		_aManagement, Change, Strategy and Positive Leadership
505	0		_aChapter 1. Introduction -- Chapter 2. Pause -- Chapter 3. Introspect: Be Humble -- Chapter 4. Introspect: Be Emotional -- Chapter 5. Introspect: Be "Impolite" -- Chapter 6. Introspect: Be Uncertain -- Chapter 7. Act -- Chapter 8. Conclusion: Going Forward
520			_aThis book offers alternatives to typical leadership, highlighting new ways of thinking about how individuals can lead effectively. Specifically, it integrates several fields, including neuroscience, behavioral economics, mindfulness, cognitive and social psychology, emotional intelligence, and management decision-making. The authors challenge the "common sense," mainstream thinking about leadership, arguing that effective leadership depends on a more complicated understanding of the underlying dynamics. When leaders rely on the common sense that they have been taught explicitly or implicitly about leadership, the results are often not effective-for themselves personally, for their followers, for the organizations in which they lead, and for society as a whole. For example, aspiring leaders often believe that the mark of good leaders is their ability to come up with quick answers to problems. Others believe that one's ability to minimize complexity and uncertainty indicates leadership potential. In addition, despite the literature suggesting the value of engaging in self-reflection, few leaders regularly step back and look inward. Even those who can intellectually discuss emotional intelligence often focus on their ability to influence the emotions of others rather than reflecting on and learning from their own emotions. The book calls for leaders to operate with more humility and greater awareness of the multiple contexts in which they function-approaches that improve life for all organizational members. As leaders become more effective, they will become healthier and more satisfied, less harried, more grounded, and more fulfilled in their lives
538			_aForma de acceso: World Wide Web
700	1		_aSpelman, Duncan H.
710	2		_aSpringerLink
856	4	0	_uhttps://go.openathens.net/redirector/universidadeuropea.es?url=http://doi.org/10.1007/978-3-030-41971-4 _zAcceso a este recurso digital (usuarios Universidad Europea de Valencia)
942			_2lcc _cLE
998			_db