000			02154pam a2200289 a 4500
999			_c4923 _d4923
001			1671492
005			20210316113650.0
008			980722s1999 njua b 001 0 eng d
010			_a 98033824
020			_a0130108782 (pbk.) :
040			_aEG-NcFUE _cEG-NcFUE _dEG-NcFUE _erda
082	0	4	_a658.4092 _221 _bC.J.L.
100	1		_aClawson, James G. _920034 _eauthor
245	1	0	_aLevel three leadership : _bgetting below the surface / _cJames G. Clawson.
264		1	_aUpper Saddle River, N.J. : _bPrentice Hall, _c1999.
300			_axx, 231 pages : _billustrations ; _c24 cm.
336			_2rdacontent _atext
337			_2rdamedia _aunmediated
338			_2rdacarrier _avolume
500			_aIncludes index
504			_aIncludes bibliographical references and index.
505	0		_apt. I. Introduction. Ch. 1. The Changing Context of Leadership. Ch. 2. General Model of Leadership in Organizations: A Diamond in the Rough. Ch. 3. Levels of Leadership. Ch. 4. The Moral Foundation of Extraordinary Leadership -- pt. II. The Individual Leader. Ch. 5. Six Steps to Effective Leadership. Ch. 6. Leadership and Intelligence. Ch. 7. Resonance, Leadership, and the Purpose of Life -- pt. III. Strategic Thinking (The Northeast Axis). Ch. 8. Strategic Thinking -- pt. IV. Leading Others (The Northwest Axis). Ch. 9. Leading Others. Ch. 10. Leading Teams -- pt. V. Leader as Designer (The North-South Axis). Ch. 11. Leading Organizational Design. Ch. 12. Leading Change -- pt. VI. Conclusion.
520			_aIn Level Three Leadership: Getting Below the Surface, James G. Clawson introduces a new leadership model for practicing managers. He asserts that in the past, managers have tried to lead simply by influencing employees' behavior (Level One) or by appealing to their conscious thoughts (Level Two). Managing effectively in today's age of rapid change and open access to information requires Level Three Leadership, which offers a deeper, more lasting impact by working with people at the level of their fundamental values, assumptions, beliefs, and expectations.
650	0	4	_aLeadership. _920035
942			_cBK _2ddc