Destructive Goal Pursuit

The Mount Everest Disaster

D. Christopher Kayes

206 pages, parution le 24/06/2006

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Résumé

Leaders extol the value of pursuing challenging goals, but evidence suggests that this leads to disaster as often as success. Drawing upon engaging real-life stories, including the Mount Everest Climbing Disaster, the author shows how destructive goal pursuit can result in the breakdown of learning in teams. He questions assumptions about traditional leadership and calls for rethinking the role of the leader. This provides an unparalleled analysis of leadership and practical strategies for overcoming destructive pursuit of goals.

L'auteur - D. Christopher Kayes

D. Christopher Kayes is Professor of Organizational Behaviour at George Washington University, USA. His research includes 35 papers and numerous consulting engagements around the world. He has won several awards, including best paper in 2004 in the journal Human Relations for The 1996 Mt. Everest Climbing Disaster: The Breakdown of Learning in Teams. His paper Experiential Learning and Its Critics: Preserving the Role of Experience in Management Learning and Educationwas one of three best papers for 2002-2003 in the Academy of Management Learning and Education, nominated alongside Henry Mintzberg and Jeffery Pfeiffer.

Sommaire

Everest and Destructive Goal Pursuit
- The 1996 Mt. Everest Climbing Disaster
- Destructive Goal Pursuit
- The Problem of Goalodicy
- The Limits of Leadership
- The Breakdown of Learning in Teams
Overcoming Destructive Goal Pursuit
- Learning
- Teamwork
- Ethical Decision-Making
Remedies: Everest as A Source of Learning About Leadership
- From Destructive to Productive Pursuit
- Rethinking the Role of Leader

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Caractéristiques techniques

	PAPIER
Éditeur(s)	Palgrave
Auteur(s)	D. Christopher Kayes
Parution	24/06/2006
Nb. de pages	206
Format	16 x 24
Couverture	Relié
Poids	460g
Intérieur	Noir et Blanc
EAN13	9780230003323
ISBN13	978-0-230-00332-3