01622cam a2200229   4500001000500000005001700005008003900022020002200061020002200083082001700105100002500122245014300147260005200290300003200342504006600374505062300440520025801063650001601321700001801337700001801355700001901373767520181127184120.0030701s2004    enka     b    001 0 eng  a0761942882 (hbk.)  a0761942890 (pbk.)04a658.40922211 aAvery, Gayle,d1947-10aUnderstanding leadership :bparadigms and cases /cGayle C. Avery ; with cases contributed by Andrew Bell, Martin Hilb, and Anne E. Witte.  aLondon ;aThousand Oaks, Calif. :bSAGE,c2004.  ax, 316 p. :bill. ;c25 cm.  aIncludes bibliographical references (p. [295]-309) and index.  aPART ONE: UNDERSTANDING LEADERSHIPThe Leadership  SceneLeadership ParadigmsCharacteristics of Leadership  ParadigmsMicro-Level Leadership TheoriesEmotion in  LeadershipMacro-Level LeadershipIntegrating Theories and  ParadigmsPART TWO: CASESBMW Sheer Driving PleasureW L  Gore & Associates Natural LeadershipNovartis People  ChemistryRoyal Australian Navy Commanding New  LeadershipSAP Leader of the Internet PackBonduelle  Leadership, French StyleEkato R[um]hr - und Mischtechnik  GmbH Mixing People and InnovationSchering-Plough  Mentoring PresidentsSwatch Leading through  EmotionRodenstock Working with Visiongrt  aAre current concepts of leadership appropriate for today's  organizations? In Part One, Gayle C Avery integrates a  fragmented field into four broad paradigms or forms of  leadership, helping to simplify and clarify the ill-defined  field of leadership. 0aLeadership.1 aBell, Andrew.1 aHilb, Martin.1 aWitte, Anne E.