J m locke (30 risultati)

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PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

Condizione: New.

Condizione: New.

Condizione: As New. Unread book in perfect condition.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

Condizione: New.

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Condizione: As New. Unread book in perfect condition.

Condizione: As New. Unread book in perfect condition.

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Paperback. Condizione: new. Paperback. Most leaders choose between philosophy and science. Character or capability. Values or tools. Leading With Art and Science argues that choice is the mistake.Drawing on twenty-six centuries of history, six philosophical traditions, and the full body of modern organizational research, J. M. Locke makes the case that neither dimension of leadership works without the other. A leader with values but without organizational knowledge produces outcomes that are sincere and insufficient. A leader with capability but without philosophical grounding produces outcomes that are efficient and harmful. In both cases, the person who pays the price is the follower - on an ordinary Tuesday morning, in the quality of the relationship they did not choose.Saladin. Elizabeth I. Florence Nightingale. Griffin Hospital. The evidence spans centuries.The argument is one: the person who reports to work on Tuesday morning is the measure of whether a leader has done their job.Are you that leader? Most leaders choose between philosophy and science. Character or capability. Values or tools. Leading With Art and Science argues that choice is the mistake. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

Paperback. Condizione: new. Paperback. Most leadership books tell you what great leaders do.This one tells you why it works-and why most change efforts don't.Somewhere between 60 and 70 percent of organizational change initiatives fail. Not because the strategy was wrong. Not because the leaders weren't committed. But because the people responsible for leading change didn't understand the one thing that determines whether transformation sticks or collapses: Human beings resist change for predictable, neurological reasons-and most leaders are fighting those reasons instead of working with them.The Science of Leadership Transformation is the book that changes how you lead change. Drawing on more than sixty years of peer-reviewed research in neuroscience, behavioral economics, organizational psychology, and social science, it gives leaders the evidence-based framework that separates the 30 percent of transformations that succeed from the 70 percent that don't.This is not motivational content dressed up as research. Every claim is sourced. Every finding is accurately represented. And the implications are specific enough to change what you do on Monday morning.Here is what the research actually shows: The single biggest driver of team engagement is not culture programs, compensation, or leadership vision-it's the immediate manager. Gallup's data from thirty million employees across 195 countries shows managers explain the majority of why some teams are deeply engaged and others are not.Change doesn't spread uniformly. It moves through populations in a mathematically predictable sequence-and research shows that genuine commitment from just 25 percent of the relevant population is sufficient to tip an entire organizational culture, rapidly and permanently.The human brain processes organizational change as physical danger. The same neural circuits that evolved to protect us from predators activate when roles shift, hierarchies change, or certainty disappears. Leaders who understand the five specific threat triggers-and how to address them-produce measurably better outcomes than those who don't.Culture is not values on a wall. It is the aggregate of habitual behaviors that people enact automatically. Changing culture means changing habits-and habits live in a part of the brain that willpower cannot reliably override.Transformational leadership produces effects roughly double those of management by reward and consequence-across every outcome studied in one of the most cited meta-analyses in organizational psychology.Twenty-one chapters. Sixty years of research. One integrated framework.You will learn the mathematics of how change spreads and how many committed people it takes to make it inevitable. You will understand the psychology of why people resist even beneficial change-and what actually moves them. You will have the neuroscience of threat response, habit formation, flow states, and psychological safety explained in terms specific enough to act on. And you will see how engagement, tribal culture, participation, and organizational measurement work together as the foundation that either sustains or undermines everything else.Ideal for: Executives, senior leaders, managers, change agents, MBA students, organizational development professionals, and anyone who has ever led a transformation and wondered why it was harder than it should have been. The Science of Leadership Transformation translates sixty years of peer-reviewed research - neuroscience, behavioral economics, and organizational psychology - into an actionable framework. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

Paperback. Condizione: new. Paperback. Most leaders choose between philosophy and science. Character or capability. Values or tools. Leading With Art and Science argues that choice is the mistake.Drawing on twenty-six centuries of history, six philosophical traditions, and the full body of modern organizational research, J. M. Locke makes the case that neither dimension of leadership works without the other. A leader with values but without organizational knowledge produces outcomes that are sincere and insufficient. A leader with capability but without philosophical grounding produces outcomes that are efficient and harmful. In both cases, the person who pays the price is the follower - on an ordinary Tuesday morning, in the quality of the relationship they did not choose.Saladin. Elizabeth I. Florence Nightingale. Griffin Hospital. The evidence spans centuries.The argument is one: the person who reports to work on Tuesday morning is the measure of whether a leader has done their job.Are you that leader? Most leaders choose between philosophy and science. Character or capability. Values or tools. Leading With Art and Science argues that choice is the mistake. This item is printed on demand. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability.…

Taschenbuch. Condizione: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Most leaders choose between philosophy and science. Character or capability. Values or tools. Leading With Art and Science argues that choice is the mistake.Drawing on twenty-six centuries of history, six philosophical traditions, and the full body of modern organizational research, J. M. Locke makes the case that neither dimension of leadership works without the other. A leader with values but without organizational knowledge produces outcomes that are sincere and insufficient. A leader with capability but without philosophical grounding produces outcomes that are efficient and harmful. In both cases, the person who pays the price is the follower - on an ordinary Tuesday morning, in the quality of the relationship they did not choose.Saladin. Elizabeth I. Florence Nightingale. Griffin Hospital. The evidence spans centuries.The argument is one: the person who reports to work on Tuesday morning is the measure of whether a leader has done their job.Are you that leader.…

Paperback. Condizione: new. Paperback. Most leadership books tell you what great leaders do.This one tells you why it works-and why most change efforts don't.Somewhere between 60 and 70 percent of organizational change initiatives fail. Not because the strategy was wrong. Not because the leaders weren't committed. But because the people responsible for leading change didn't understand the one thing that determines whether transformation sticks or collapses: Human beings resist change for predictable, neurological reasons-and most leaders are fighting those reasons instead of working with them.The Science of Leadership Transformation is the book that changes how you lead change. Drawing on more than sixty years of peer-reviewed research in neuroscience, behavioral economics, organizational psychology, and social science, it gives leaders the evidence-based framework that separates the 30 percent of transformations that succeed from the 70 percent that don't.This is not motivational content dressed up as research. Every claim is sourced. Every finding is accurately represented. And the implications are specific enough to change what you do on Monday morning.Here is what the research actually shows: The single biggest driver of team engagement is not culture programs, compensation, or leadership vision-it's the immediate manager. Gallup's data from thirty million employees across 195 countries shows managers explain the majority of why some teams are deeply engaged and others are not.Change doesn't spread uniformly. It moves through populations in a mathematically predictable sequence-and research shows that genuine commitment from just 25 percent of the relevant population is sufficient to tip an entire organizational culture, rapidly and permanently.The human brain processes organizational change as physical danger. The same neural circuits that evolved to protect us from predators activate when roles shift, hierarchies change, or certainty disappears. Leaders who understand the five specific threat triggers-and how to address them-produce measurably better outcomes than those who don't.Culture is not values on a wall. It is the aggregate of habitual behaviors that people enact automatically. Changing culture means changing habits-and habits live in a part of the brain that willpower cannot reliably override.Transformational leadership produces effects roughly double those of management by reward and consequence-across every outcome studied in one of the most cited meta-analyses in organizational psychology.Twenty-one chapters. Sixty years of research. One integrated framework.You will learn the mathematics of how change spreads and how many committed people it takes to make it inevitable. You will understand the psychology of why people resist even beneficial change-and what actually moves them. You will have the neuroscience of threat response, habit formation, flow states, and psychological safety explained in terms specific enough to act on. And you will see how engagement, tribal culture, participation, and organizational measurement work together as the foundation that either sustains or undermines everything else.Ideal for: Executives, senior leaders, managers, change agents, MBA students, organizational development professionals, and anyone who has ever led a transformation and wondered why it was harder than it should have been. The Science of Leadership Transformation translates sixty years of peer-reviewed research - neuroscience, behavioral economics, and organizational psychology - into an actionable framework. This item is printed on demand. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability.…

Paperback. Condizione: new. Paperback. Most leaders choose between philosophy and science. Character or capability. Values or tools. Leading With Art and Science argues that choice is the mistake.Drawing on twenty-six centuries of history, six philosophical traditions, and the full body of modern organizational research, J. M. Locke makes the case that neither dimension of leadership works without the other. A leader with values but without organizational knowledge produces outcomes that are sincere and insufficient. A leader with capability but without philosophical grounding produces outcomes that are efficient and harmful. In both cases, the person who pays the price is the follower - on an ordinary Tuesday morning, in the quality of the relationship they did not choose.Saladin. Elizabeth I. Florence Nightingale. Griffin Hospital. The evidence spans centuries.The argument is one: the person who reports to work on Tuesday morning is the measure of whether a leader has done their job.Are you that leader? Most leaders choose between philosophy and science. Character or capability. Values or tools. Leading With Art and Science argues that choice is the mistake. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.…

Taschenbuch. Condizione: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Most leadership books tell you what great leaders do.This one tells you why it works-and why most change efforts don't.Somewhere between 60 and 70 percent of organizational change initiatives fail. Not because the strategy was wrong. Not because the leaders weren't committed. But because the people responsible for leading change didn't understand the one thing that determines whether transformation sticks or collapses:Human beings resist change for predictable, neurological reasons-and most leaders are fighting those reasons instead of working with them.The Science of Leadership Transformation is the book that changes how you lead change. Drawing on more than sixty years of peer-reviewed research in neuroscience, behavioral economics, organizational psychology, and social science, it gives leaders the evidence-based framework that separates the 30 percent of transformations that succeed from the 70 percent that don't.This is not motivational content dressed up as research. Every claim is sourced. Every finding is accurately represented. And the implications are specific enough to change what you do on Monday morning.Here is what the research actually shows:The single biggest driver of team engagement is not culture programs, compensation, or leadership vision-it's the immediate manager. Gallup's data from thirty million employees across 195 countries shows managers explain the majority of why some teams are deeply engaged and others are not.Change doesn't spread uniformly. It moves through populations in a mathematically predictable sequence-and research shows that genuine commitment from just 25 percent of the relevant population is sufficient to tip an entire organizational culture, rapidly and permanently.The human brain processes organizational change as physical danger. The same neural circuits that evolved to protect us from predators activate when roles shift, hierarchies change, or certainty disappears. Leaders who understand the five specific threat triggers-and how to address them-produce measurably better outcomes than those who don't.Culture is not values on a wall. It is the aggregate of habitual behaviors that people enact automatically. Changing culture means changing habits-and habits live in a part of the brain that willpower cannot reliably override.Transformational leadership produces effects roughly double those of management by reward and consequence-across every outcome studied in one of the most cited meta-analyses in organizational psychology.Twenty-one chapters. Sixty years of research. One integrated framework.You will learn the mathematics of how change spreads and how many committed people it takes to make it inevitable. You will understand the psychology of why people resist even beneficial change-and what actually moves them. You will have the neuroscience of threat response, habit formation, flow states, and psychological safety explained in terms specific enough to act on. And you will see how engagement, tribal culture, participation, and organizational measurement work together as the foundation that either sustains or undermines everything else.Ideal for: Executives, senior leaders, managers, change agents, MBA students, organizational development professionals, and anyone who has ever led a transformation and wondered why it was harder than it should have been.…

Paperback. Condizione: new. Paperback. Most leadership books tell you what great leaders do.This one tells you why it works-and why most change efforts don't.Somewhere between 60 and 70 percent of organizational change initiatives fail. Not because the strategy was wrong. Not because the leaders weren't committed. But because the people responsible for leading change didn't understand the one thing that determines whether transformation sticks or collapses: Human beings resist change for predictable, neurological reasons-and most leaders are fighting those reasons instead of working with them.The Science of Leadership Transformation is the book that changes how you lead change. Drawing on more than sixty years of peer-reviewed research in neuroscience, behavioral economics, organizational psychology, and social science, it gives leaders the evidence-based framework that separates the 30 percent of transformations that succeed from the 70 percent that don't.This is not motivational content dressed up as research. Every claim is sourced. Every finding is accurately represented. And the implications are specific enough to change what you do on Monday morning.Here is what the research actually shows: The single biggest driver of team engagement is not culture programs, compensation, or leadership vision-it's the immediate manager. Gallup's data from thirty million employees across 195 countries shows managers explain the majority of why some teams are deeply engaged and others are not.Change doesn't spread uniformly. It moves through populations in a mathematically predictable sequence-and research shows that genuine commitment from just 25 percent of the relevant population is sufficient to tip an entire organizational culture, rapidly and permanently.The human brain processes organizational change as physical danger. The same neural circuits that evolved to protect us from predators activate when roles shift, hierarchies change, or certainty disappears. Leaders who understand the five specific threat triggers-and how to address them-produce measurably better outcomes than those who don't.Culture is not values on a wall. It is the aggregate of habitual behaviors that people enact automatically. Changing culture means changing habits-and habits live in a part of the brain that willpower cannot reliably override.Transformational leadership produces effects roughly double those of management by reward and consequence-across every outcome studied in one of the most cited meta-analyses in organizational psychology.Twenty-one chapters. Sixty years of research. One integrated framework.You will learn the mathematics of how change spreads and how many committed people it takes to make it inevitable. You will understand the psychology of why people resist even beneficial change-and what actually moves them. You will have the neuroscience of threat response, habit formation, flow states, and psychological safety explained in terms specific enough to act on. And you will see how engagement, tribal culture, participation, and organizational measurement work together as the foundation that either sustains or undermines everything else.Ideal for: Executives, senior leaders, managers, change agents, MBA students, organizational development professionals, and anyone who has ever led a transformation and wondered why it was harder than it should have been. The Science of Leadership Transformation translates sixty years of peer-reviewed research - neuroscience, behavioral economics, and organizational psychology - into an actionable framework. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.…

Taschenbuch. Condizione: Neu. Leading With Art & Science | Integrating Philosophy and Psychology | J. M. Locke | Taschenbuch | Englisch | 2026 | J. M. Locke | EAN 9798995456247 | Verantwortliche Person für die EU: Libri GmbH, Europaallee 1, 36244 Bad Hersfeld, gpsr[at]libri[dot]de | Anbieter: preigu Print on Demand.…

Taschenbuch. Condizione: Neu. The Science Behind Leadership Transformation | Evidence Based Principles for Leading Organizations | J. M. Locke | Taschenbuch | Englisch | 2026 | J. M. Locke | EAN 9798995456209 | Verantwortliche Person für die EU: Libri GmbH, Europaallee 1, 36244 Bad Hersfeld, gpsr[at]libri[dot]de | Anbieter: preigu Print on Demand. …