Leadership with Synercube A dynamic leadership culture for excel
Description of the Synercube Leadership Theory with numerous practical examples. 10 different leadership styles are described according to the dimensions people, task and values. The book enables the reader to conclude how people interact with each other
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Leadership with Synercube A dynamic leadership culture for excellence
Leadership with Synercube
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Anatoly Zankovsky • Christiane von der Heiden
Leadership with Synercube A dynamic leadership culture for excellence
Anatoly Zankovsky Psychologisches Institut Moskau, The Moscow Area Russia
Christiane von der Heiden Synercube GmbH Leverkusen, Germany
Translation from the German language edition: Leadership mit Synercube. Eine dynamische F€ uhrungskultur f€ ur Spitzenleistungen. # Springer-Verlag Berlin Heidelberg 2015 ISBN 978-3-662-49051-8 ISBN 978-3-662-49052-5 DOI 10.1007/978-3-662-49052-5
(eBook)
Library of Congress Control Number: 2016940849 # Springer-Verlag Berlin Heidelberg 2016 This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. Printed on acid-free paper This Springer Vieweg imprint is published by Springer Nature The registered company is Springer-Verlag GmbH Berlin Heidelberg
Foreword
When, in July 2013, a Boeing of an Asian airline crashed while approaching for landing in San Francisco, experts quickly reached a mutual conclusion: the main cause of the disaster was the communication and leadership culture inside the cockpit. Analysis of the recordings from the cockpit made clear that while the team of pilots was acutely aware of the danger in hand, the situation was not resolved using any team management methods that involved the full and optimum use of the available human resources. Instead, the chief pilot opted to apply a unilateral style of leadership based on the principle of order and obey—in other words, “top-down” communication, a leadership behaviour which is common practice in many Asian countries. The crash in San Francisco confirms the findings of a study conducted by aircraft manufacturer Boeing that, as far as airplane crash statistics are concerned, countries where a more authoritarian leadership style prevails are overly represented. These findings indicate that even in the highly technified world of aviation, cultur
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