Some leaders drain all the intelligence and capability out of their teams. Because they need to be the most capable person in the room, these managers shut down the smarts of others, ultimately stifling the flow of ideas. At the other extreme are leaders who care less about flaunting their own IQs and more about fostering a culture of intelligence in their companies. Under these "multipliers," employees don't just feel smarter; they become smarter. This article explores the ways in which multipliers manage five areas-talent, culture, strategy, decision making, and execution-much differently than their less-enlightened colleagues (the diminishers).

【書誌情報】

ページ数：8ページ

サイズ：A4

商品番号：HBSP-R1005K

発行日：2010/5/1

登録日：2012/3/28