Harry Levinson on the psychology of leadership
Faster technologies, tougher competition, and an uncertain economy have made success more elusive--and the workplace environment more stressful--than ever. To keep up, employees have felt increasingly compelled to spend more of their waking hours at the office. How can individuals balance daunting career demands and personal and family needs? How can managers lead employees in a business environment where work and personalities invariably conflict? Dr. Hal Levinson, a groundbreaking medical researcher, has explored these difficult questions for decades. This timely Harvard Business Review Paperback book marshals more than a dozen of Levinson's most insightful writings on work-life issues. From avoiding burnout to pursuing a second career, from dealing with abrasive personalities to handling the emotional and career challenges facing middle-aged managers, Hal Levinson on the Psychology of Leadership helps managers successfully work through common and vexing human issues encountered in the workplace.
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Management by Whose Objectives?
When Executives Burn Out
The Possible Dream
9 other sections not shown
abrasive person achievement aggressive drive anger angry become behave behavior Bob Lyons boss brother burnout competence competition conflict constructive drive continue cope critical incident critical incident technique depression develop difficulty dimensions discussion effective efforts ego ideal Elliott Jaques emotional employees environment example executive experience father feedback feelings of guilt forces frustration George Patton hostility important impulse increase individual intense issues jackass fallacy judgment Levinson management by objectives managerial Margate marriage ment middle age middle-aged manager motivation one's organization organizational peers position pressure problems professional psychoanalytic theory psychological reasons recognize relationships requires responsibility result rivalry role second career sense situation skills stress subordinates success superego superior talk task things tion top management unconscious understand upward appraisal usually vice president Vince Lombardi Wheelock Whitney younger