000			03779cam a22006494a 4500
001			ocm55700864
003			TZ-ArACH
005			20230626144224.0
008			040617s2004 mau b 001 0 eng
010			_a 2004014041
015			_aGBA447906 _2bnb
016	7		_a012943024 _2Uk
020			_a1591391660
020			_a9781591391661
035			_a(OCoLC)55700864
040			_aDLC _beng _cTZ-ArACH
042			_apcc
050	0	0	_aHD57 _b.K47 2004
100	1		_aKellerman, Barbara.
245	1	0	_aBad leadership : _bwhat it is, how it happens, why it matters / _cBarbara Kellerman.
260			_aBoston : _bHarvard Business School Press, _c2004.
300			_axvi, 282 pages ; _c24 cm
490	1		_aLeadership for the common good
504			_aIncludes bibliographical references (pages 245-270) and index.
505	0		_aWebs of significance -- Claiming the bad side -- Reasons for being bad -- Making meaning of being bad -- Incompetent : Juan Antonio Samaranch, Abdurrahman Wahid, Jill Barad -- Rigid : Mary Meeker, Robert Haas, Sumner Redstone, Vladimir Putin -- Intemperate : Marion Barry, Jr., Gary Hart and Jesse Jackson, James Bakker and Henry Lyons, William Bennett -- Callous : Al Dunlap, Rudolph Giuliani, Leona Helmsley, Howell Raines -- Corrupt : William Aramony, Vincent (Buddy) Cianci, Jr., Mario Villanueva, Andrew Fastow -- Insular : Bill Clinton, Lee Raymond, James W. Johnston -- Evil : Radovan Karadzic, Saddam Hussein, Pol Pot, Jim Jones and David Koresh -- From bad to better -- Costs and benefits -- Comments and corrections.
520	1		_a"Bad Leadership argues that it's time to embrace a more honest, holistic view of leadership that acknowledges the dark side of human nature and its impact on leaders and followers alike. In a departure from conventional thinking, Barbara Kellerman contends that bad leadership is not an aberration, but a ubiquitous and insidious part of everyday life that must be carefully examined and better understood." "Kellerman identifies two fundamental categories of bad leadership - ineffective and unethical - and highlights the seven types of bad leadership that are the most prevalent: incompetent, rigid, intemperate, callous, corrupt, insular, and evil. Through absorbing examples of high-profile contemporary figures from business and politics, Kellerman helps us to understand how and why particular leaders went bad, how their followers aided and abetted the process, and what lessons these stories hold for how bad leadership can be stopped or slowed."--Jacket.
650		0	_aLeadership.
650		0	_aDecision making.
650		0	_aPersonality and occupation.
650		2	_aLeadership
650		2	_aDecision Making
650		4	_aPersonality And Occupation.
650		4	_aDecision-Making.
650		4	_aLeadership.
650		6	_aLeadership.
650		6	_aPrise de decision.
650		6	_aPersonnalite et professions.
650		7	_adecision making. _2aat
650		7	_aGestion du personnel. _2eclas
650		7	_aLeadership. _2eclas
650		7	_aRessources humaines. _2eclas
650		7	_aDecision making. _2fast
650		7	_aLeadership. _2fast
650		7	_aPersonality and occupation. _2fast
650		7	_aEconomic development. _2nasat
650		7	_aLeader. _2rasuqam
650		7	_aPrise de decision. _2rasuqam
650		7	_aPersonnalite _2rasuqam
650	1	7	_aLeadership. _2rasuqam
650		7	_aLeadership. _2sears
650		7	_aDecision making. _2sears
650		7	_aPersonality. _2sears
830		0	_aLeadership for the common good.
856	4	1	_3Table of contents _uhttp://catdir.loc.gov/catdir/toc/ecip0419/2004014041.html
856	4	2	_3Publisher description _uhttp://catdir.loc.gov/catdir/enhancements/fy1311/2004014041-d.html
942			_2lcc _cBOOK
999			_c6930 _d6930