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03483nam a2200397Ia 4500 |
| 001 |
99917632404151 |
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20241030105347.0 |
| 008 |
230321s2018 nyu b 001 0 eng d |
| 020 |
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|a 9781524760731
|q (hardcover)
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|a 1524760730
|q (hardcover)
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|a 9781524760748
|q (electronic book)
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|a 1524760749
|q (electronic book)
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| 035 |
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|a (OCoLC)1373627327
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|a (OCoLC)on1373627327
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|a U@S
|b spa
|c U@S
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| 049 |
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|a U@SA
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| 050 |
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4 |
|a HF5549.5.M63
|b K56 2018
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| 100 |
1 |
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|a Kofman, Fred.
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| 245 |
1 |
4 |
|a The meaning revolution :
|b the power of transcendent leadership /
|c Fred Kofman ; [foreword by Reid Hoffman].
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| 250 |
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|a 1st U.S. ed.
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| 260 |
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|a New York :
|b Currency,
|c c2018.
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| 300 |
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|a xvi, 351 p. ;
|c 25 cm.
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| 504 |
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|a Incluye referencias bibliográficas e índice.
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|a Foreword / Reid Hoffman -- 1. A hot workshop -- Part I. Hard problems: 2. Disengagement -- 3. Dis-organization -- 4. Disinformation -- 5. Disillusion -- Part II. Soft solutions: 6. Motivation -- 7. Culture -- 8. Response-ability -- 9. Escalating collaboration -- 10. Integrity -- Part III. Self-transendence: 11. Get over yourself -- 12. Die before you die -- 13. Be a hero -- 14. Super-conscious capitalism -- Epilogue: What to do on Monday morning.
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|a "The vice president of leadership at LinkedIn claims that the biggest driver of motivation is the chance to serve a larger purpose beyond our careers and ourselves, rather than salary, benefits, bonuses, or other material incentives; companies that are able to successfully focus their people, their teams, and their culture around meaning outperform their competition. Fred Kofman's approach to leadership has little to do with the standard practices taught in business school and traditional books. Bringing together economics and business theory, communications and conflict resolution, family counseling and mindfulness mediation, Kofman argues in The Meaning Revolution that our most deep-seated, unspoken, and universal anxiety stems from our fear that our life is being wasted--that the end of life will overtake us when our song is still unsung. Material incentives--salary and benefits--account for perhaps 15 percent of employees' motivation at work. The other 85 percent is driven by a need to belong, a feeling that what we do day in and day out makes a difference, that how we spend our time on earth serves a larger purpose beyond just ourselves. Kofman claims that transcendental leaders, wherever they are in the hierarchy, are able to put aside their self-interests and help others to feel connected with others on a team or in an organization on a great mission and part of an ennobling purpose. He argues that every organization involved in work that is nonviolent and non addictive has what he calls an "immortality project" at its core. And the challenge for leaders is to identify and expand on that core, to inspire all stakeholders to take part."--Descripción del editor.
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| 610 |
2 |
0 |
|a Linkedin (Firm)
|x Officials and employees.
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| 610 |
2 |
7 |
|a Linkedin (Firma)
|x Funcionarios y empleados.
|2 UDESA
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| 650 |
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0 |
|a Employee motivation.
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| 650 |
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0 |
|a Organizational effectiveness.
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| 650 |
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0 |
|a Leadership.
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| 650 |
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0 |
|a Mindfulness (Psychology)
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| 650 |
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7 |
|a Motivación del empleado.
|2 UDESA
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| 650 |
|
7 |
|a Efectividad organizacional.
|2 UDESA
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| 650 |
|
7 |
|a Liderazgo.
|2 UDESA
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| 650 |
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7 |
|a Atención plena (Psicología)
|2 UDESA
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| 700 |
1 |
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|a Hoffman, Reid.
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