02046nam a22002177a 4500003000400000005001700004008004100021024001800062040000700080050001500087100001700102245007000119246003400189260005200223300003100275490002600306505143600332653001501768700002001783710002501803OSt20211207142456.0120530t        xxu||||| |||| 00| 0 eng d  a1453901091314  cLC  aHD57.7.L86  qLoree, David  aLeading people and organizations. /cDavid Loree & Charlice Hurst  aMBA 9102 2014/2015 - Module 1  aLondon, Ontario:bIvey Business School, c2014.  a[various pagings].:bill.;  3Business case studies  aContents: Learning the art of critical thinking -- Leadership run amok: The destructive potential of overachievers -- Leadership in work teams -- Identity in teams -- The leadership wheel instrument -- The leadership wheel workbook --  A note on team process -- Lessons from Everest: The interaction of cognitive bias, psychological safety, and system complexity -- Turn the job you have into the job you want -- Rob parson at Morgan Stanley (A) -- Elise Smart -- Fear of feedback -- A better way to deliver bad news -- Coaching for exceptional performance workshop -- Coaching the alpha male -- Active coaching and follow-up: getting down to business -- Erik Peterson at biometra (A) -- Avoiding the mistakes that plague new leaders -- Becoming the boss -- John Gilman’s review (A) -- Risky business of hiring stars -- How to motivate your problem people -- Decoding resistance to change -- Leading change: why transformation effort fail -- GE’s two-decade transformation: Jack Welch’s leadership -- Building competitive advantage through people -- Cracking the code of change -- WestJet: Building a high engagement culture -- Leading by leveraging culture – What engages the employees the most or, the ten C’s of employees engagement – Leading change at Simmons(A) -- Seven practices of successful organizations -- Harnessing the science of persuasion -- Nwe York bakery (A) -- What to ask the person in the mirror --  aLeadership  qHurst, Charlice  bIvey Business School