Please use this identifier to cite or link to this item: http://localhost/handle/Hannan/2848
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dc.contributor.authorLoon, Rens van ;en_US
dc.date.accessioned2013en_US
dc.date.accessioned2020-05-17T08:41:19Z-
dc.date.available2020-05-17T08:41:19Z-
dc.date.issued2017en_US
dc.identifier.isbn9783319588896 ;en_US
dc.identifier.isbn3319588893 ;en_US
dc.identifier.urihttp://localhost/handle/Hannan/2848-
dc.descriptionen_US
dc.descriptionAvailable to OhioLINK libraries ;en_US
dc.descriptionen_US
dc.descriptionOhio Library and Information Network ;en_US
dc.descriptionen_US
dc.descriptionen_US
dc.descriptionen_US
dc.descriptionen_US
dc.description.statementofresponsibilityRens van Loonen_US
dc.description.tableofcontentsIntroduction -- Dialogical self theory -- Dialogical leadership -- Creating Conditions for generative dialogue -- Towards a theory of embodied dialogue -- Dialogical leadership and wicked issues -- Case-study. Dialogical leadership and teamwork -- The future of leadership -- Boiling rice in still water ;en_US
dc.description.tableofcontentsForeword I; Foreword II; Reference; Preface; Acknowledgements; References; Contents; Rens van Loon; List of Figures; 1 Introduction; References; The Theory; Part1; 2 Dialogical Self Theory; Abstract; 2.1 Self as a 'Society of Mind'; 2.1.1 Weaving Self and Dialogue Together; 2.1.2 Dynamic Positioning of the Self; 2.2 Relationally Constructing Self in Language; 2.2.1 'Centering My High Note'; 2.2.2 Self as a Dynamic and Relational Verb; 2.2.3 Deriving Meaning from the Context; 2.2.4 Independency as Relationally Embedded; 2.2.5 "To Be Is to Be Relational" ;en_US
dc.description.tableofcontents2.3 Key Concepts in Dialogical Self Theory2.3.1 An Act of Self-Reflection (Meta-Position); 2.3.2 Being (De-)Stabilized (Centering and De-Centering); 2.4 Information and Space in Positioning Self; 2.4.1 Energy and Information; 2.4.2 Free Energy; 2.4.3 Energy Space; 2.4.3.1 Arrow and Field Energy; 2.4.3.2 Nature, Knowledge, and Experience; 2.4.4 Creating Space in Dialogical Relations; 2.4.5 Space as 'Space Between'; 2.5 Transposing Patterns of Behavior; 2.5.1 An Empty Selfe; 2.6 Reflections on My Personal Narrative 1; 2.6.1 Fragments of My Self-Narrative in 1987 ;en_US
dc.description.tableofcontents2.6.2 Becoming Aware of I-Positions2.6.3 Looking Back to My Earlier Self; 2.7 Questions for Further Reflection; References; 3 Dialogical Leadership; Abstract; 3.1 Leadership as a Relational Process; 3.1.1 Good Leaders Deploy Different Styles; 3.2 The Myth of the Leader-Follower Dichotomy; 3.2.1 Good Leadership as Effective and Ethical; 3.2.2 Leadership Is 'By Definition' Relational; 3.2.3 A Confrontation with Values; 3.2.4 A Dynamic Leadership Concept; 3.3 What Is Dialogical Leadershipe; 3.3.1 Leading Self and Others; 3.3.2 When to Apply Dialogical Leadershipe ;en_US
dc.description.tableofcontents3.3.3 Four Pillars of Dialogical Leadership3.4 Reflections on My Personal Narrative 2; 3.4.1 My Secret Name; 3.4.2 A Distinctive Inner Voice; 3.4.3 Centering My Self; 3.5 Questions for Further Reflection; References; The Practice; 4 Creating Conditions for Generative Dialogue; Abstract; 4.1 From Thoughts to Thinking; 4.1.1 Dialogue as Meaning Flowing Through Us; 4.1.2 Dialogue as Face to Face Encounter; 4.2 The Art of Thinking Together; 4.2.1 Listening with an Open Mind; 4.2.2 Suspending Your Judgment; 4.2.3 Respecting Other Views; 4.2.4 Voicing from the Heart ;en_US
dc.description.tableofcontents4.2.5 Creating Conditions for Dialogue4.2.6 Conversation, Debate, and Dialogue: Crises in the Process; 4.2.7 Switching Between Debate and Dialogue; 4.3 Generating New Meaning, Transforming Reality; 4.3.1 Mutual Understanding; 4.3.2 Being a Multibeing; 4.3.3 Generative Dialogue; 4.3.4 The Power of Storytelling; 4.3.5 The Impact of Affirmation; 4.3.6 Reflecting on Yourself; 4.3.7 Third-Person Listening; 4.4 Recognizing the Other; 4.4.1 Creating Space; 4.4.2 Recognizing Alterity; 4.4.3 Innovation as Opening the Mind; 4.4.4 Mutually Understanding; 4.4.5 Power Differences ;en_US
dc.format.extent1 online resource ;en_US
dc.publisherSpringer,en_US
dc.relation.haspart9783319588896.pdfen_US
dc.subjectPsychology ;en_US
dc.subjectPersonnel management ;en_US
dc.subjectSchool management and organization ;en_US
dc.subjectPersonality ;en_US
dc.subjectSocial psychology ;en_US
dc.titleCreating organizational value through dialogical leadership :en_US
dc.title.alternativeboiling rice in still water /en_US
dc.typeBooken_US
dc.publisher.placeCham, Switzerland :en_US
dc.classification.lcHF5548.8 ;en_US
dc.classification.dc158.7 ;en_US
Appears in Collections:تمامی گرایش های مدیریت شامل مدیریت بازرگانی و صنعتی

Files in This Item:
File Description SizeFormat 
9783319588896.pdf11.15 MBAdobe PDFThumbnail
Preview File
Full metadata record
DC FieldValueLanguage
dc.contributor.authorLoon, Rens van ;en_US
dc.date.accessioned2013en_US
dc.date.accessioned2020-05-17T08:41:19Z-
dc.date.available2020-05-17T08:41:19Z-
dc.date.issued2017en_US
dc.identifier.isbn9783319588896 ;en_US
dc.identifier.isbn3319588893 ;en_US
dc.identifier.urihttp://localhost/handle/Hannan/2848-
dc.descriptionen_US
dc.descriptionAvailable to OhioLINK libraries ;en_US
dc.descriptionen_US
dc.descriptionOhio Library and Information Network ;en_US
dc.descriptionen_US
dc.descriptionen_US
dc.descriptionen_US
dc.descriptionen_US
dc.description.statementofresponsibilityRens van Loonen_US
dc.description.tableofcontentsIntroduction -- Dialogical self theory -- Dialogical leadership -- Creating Conditions for generative dialogue -- Towards a theory of embodied dialogue -- Dialogical leadership and wicked issues -- Case-study. Dialogical leadership and teamwork -- The future of leadership -- Boiling rice in still water ;en_US
dc.description.tableofcontentsForeword I; Foreword II; Reference; Preface; Acknowledgements; References; Contents; Rens van Loon; List of Figures; 1 Introduction; References; The Theory; Part1; 2 Dialogical Self Theory; Abstract; 2.1 Self as a 'Society of Mind'; 2.1.1 Weaving Self and Dialogue Together; 2.1.2 Dynamic Positioning of the Self; 2.2 Relationally Constructing Self in Language; 2.2.1 'Centering My High Note'; 2.2.2 Self as a Dynamic and Relational Verb; 2.2.3 Deriving Meaning from the Context; 2.2.4 Independency as Relationally Embedded; 2.2.5 "To Be Is to Be Relational" ;en_US
dc.description.tableofcontents2.3 Key Concepts in Dialogical Self Theory2.3.1 An Act of Self-Reflection (Meta-Position); 2.3.2 Being (De-)Stabilized (Centering and De-Centering); 2.4 Information and Space in Positioning Self; 2.4.1 Energy and Information; 2.4.2 Free Energy; 2.4.3 Energy Space; 2.4.3.1 Arrow and Field Energy; 2.4.3.2 Nature, Knowledge, and Experience; 2.4.4 Creating Space in Dialogical Relations; 2.4.5 Space as 'Space Between'; 2.5 Transposing Patterns of Behavior; 2.5.1 An Empty Selfe; 2.6 Reflections on My Personal Narrative 1; 2.6.1 Fragments of My Self-Narrative in 1987 ;en_US
dc.description.tableofcontents2.6.2 Becoming Aware of I-Positions2.6.3 Looking Back to My Earlier Self; 2.7 Questions for Further Reflection; References; 3 Dialogical Leadership; Abstract; 3.1 Leadership as a Relational Process; 3.1.1 Good Leaders Deploy Different Styles; 3.2 The Myth of the Leader-Follower Dichotomy; 3.2.1 Good Leadership as Effective and Ethical; 3.2.2 Leadership Is 'By Definition' Relational; 3.2.3 A Confrontation with Values; 3.2.4 A Dynamic Leadership Concept; 3.3 What Is Dialogical Leadershipe; 3.3.1 Leading Self and Others; 3.3.2 When to Apply Dialogical Leadershipe ;en_US
dc.description.tableofcontents3.3.3 Four Pillars of Dialogical Leadership3.4 Reflections on My Personal Narrative 2; 3.4.1 My Secret Name; 3.4.2 A Distinctive Inner Voice; 3.4.3 Centering My Self; 3.5 Questions for Further Reflection; References; The Practice; 4 Creating Conditions for Generative Dialogue; Abstract; 4.1 From Thoughts to Thinking; 4.1.1 Dialogue as Meaning Flowing Through Us; 4.1.2 Dialogue as Face to Face Encounter; 4.2 The Art of Thinking Together; 4.2.1 Listening with an Open Mind; 4.2.2 Suspending Your Judgment; 4.2.3 Respecting Other Views; 4.2.4 Voicing from the Heart ;en_US
dc.description.tableofcontents4.2.5 Creating Conditions for Dialogue4.2.6 Conversation, Debate, and Dialogue: Crises in the Process; 4.2.7 Switching Between Debate and Dialogue; 4.3 Generating New Meaning, Transforming Reality; 4.3.1 Mutual Understanding; 4.3.2 Being a Multibeing; 4.3.3 Generative Dialogue; 4.3.4 The Power of Storytelling; 4.3.5 The Impact of Affirmation; 4.3.6 Reflecting on Yourself; 4.3.7 Third-Person Listening; 4.4 Recognizing the Other; 4.4.1 Creating Space; 4.4.2 Recognizing Alterity; 4.4.3 Innovation as Opening the Mind; 4.4.4 Mutually Understanding; 4.4.5 Power Differences ;en_US
dc.format.extent1 online resource ;en_US
dc.publisherSpringer,en_US
dc.relation.haspart9783319588896.pdfen_US
dc.subjectPsychology ;en_US
dc.subjectPersonnel management ;en_US
dc.subjectSchool management and organization ;en_US
dc.subjectPersonality ;en_US
dc.subjectSocial psychology ;en_US
dc.titleCreating organizational value through dialogical leadership :en_US
dc.title.alternativeboiling rice in still water /en_US
dc.typeBooken_US
dc.publisher.placeCham, Switzerland :en_US
dc.classification.lcHF5548.8 ;en_US
dc.classification.dc158.7 ;en_US
Appears in Collections:تمامی گرایش های مدیریت شامل مدیریت بازرگانی و صنعتی

Files in This Item:
File Description SizeFormat 
9783319588896.pdf11.15 MBAdobe PDFThumbnail
Preview File
Full metadata record
DC FieldValueLanguage
dc.contributor.authorLoon, Rens van ;en_US
dc.date.accessioned2013en_US
dc.date.accessioned2020-05-17T08:41:19Z-
dc.date.available2020-05-17T08:41:19Z-
dc.date.issued2017en_US
dc.identifier.isbn9783319588896 ;en_US
dc.identifier.isbn3319588893 ;en_US
dc.identifier.urihttp://localhost/handle/Hannan/2848-
dc.descriptionen_US
dc.descriptionAvailable to OhioLINK libraries ;en_US
dc.descriptionen_US
dc.descriptionOhio Library and Information Network ;en_US
dc.descriptionen_US
dc.descriptionen_US
dc.descriptionen_US
dc.descriptionen_US
dc.description.statementofresponsibilityRens van Loonen_US
dc.description.tableofcontentsIntroduction -- Dialogical self theory -- Dialogical leadership -- Creating Conditions for generative dialogue -- Towards a theory of embodied dialogue -- Dialogical leadership and wicked issues -- Case-study. Dialogical leadership and teamwork -- The future of leadership -- Boiling rice in still water ;en_US
dc.description.tableofcontentsForeword I; Foreword II; Reference; Preface; Acknowledgements; References; Contents; Rens van Loon; List of Figures; 1 Introduction; References; The Theory; Part1; 2 Dialogical Self Theory; Abstract; 2.1 Self as a 'Society of Mind'; 2.1.1 Weaving Self and Dialogue Together; 2.1.2 Dynamic Positioning of the Self; 2.2 Relationally Constructing Self in Language; 2.2.1 'Centering My High Note'; 2.2.2 Self as a Dynamic and Relational Verb; 2.2.3 Deriving Meaning from the Context; 2.2.4 Independency as Relationally Embedded; 2.2.5 "To Be Is to Be Relational" ;en_US
dc.description.tableofcontents2.3 Key Concepts in Dialogical Self Theory2.3.1 An Act of Self-Reflection (Meta-Position); 2.3.2 Being (De-)Stabilized (Centering and De-Centering); 2.4 Information and Space in Positioning Self; 2.4.1 Energy and Information; 2.4.2 Free Energy; 2.4.3 Energy Space; 2.4.3.1 Arrow and Field Energy; 2.4.3.2 Nature, Knowledge, and Experience; 2.4.4 Creating Space in Dialogical Relations; 2.4.5 Space as 'Space Between'; 2.5 Transposing Patterns of Behavior; 2.5.1 An Empty Selfe; 2.6 Reflections on My Personal Narrative 1; 2.6.1 Fragments of My Self-Narrative in 1987 ;en_US
dc.description.tableofcontents2.6.2 Becoming Aware of I-Positions2.6.3 Looking Back to My Earlier Self; 2.7 Questions for Further Reflection; References; 3 Dialogical Leadership; Abstract; 3.1 Leadership as a Relational Process; 3.1.1 Good Leaders Deploy Different Styles; 3.2 The Myth of the Leader-Follower Dichotomy; 3.2.1 Good Leadership as Effective and Ethical; 3.2.2 Leadership Is 'By Definition' Relational; 3.2.3 A Confrontation with Values; 3.2.4 A Dynamic Leadership Concept; 3.3 What Is Dialogical Leadershipe; 3.3.1 Leading Self and Others; 3.3.2 When to Apply Dialogical Leadershipe ;en_US
dc.description.tableofcontents3.3.3 Four Pillars of Dialogical Leadership3.4 Reflections on My Personal Narrative 2; 3.4.1 My Secret Name; 3.4.2 A Distinctive Inner Voice; 3.4.3 Centering My Self; 3.5 Questions for Further Reflection; References; The Practice; 4 Creating Conditions for Generative Dialogue; Abstract; 4.1 From Thoughts to Thinking; 4.1.1 Dialogue as Meaning Flowing Through Us; 4.1.2 Dialogue as Face to Face Encounter; 4.2 The Art of Thinking Together; 4.2.1 Listening with an Open Mind; 4.2.2 Suspending Your Judgment; 4.2.3 Respecting Other Views; 4.2.4 Voicing from the Heart ;en_US
dc.description.tableofcontents4.2.5 Creating Conditions for Dialogue4.2.6 Conversation, Debate, and Dialogue: Crises in the Process; 4.2.7 Switching Between Debate and Dialogue; 4.3 Generating New Meaning, Transforming Reality; 4.3.1 Mutual Understanding; 4.3.2 Being a Multibeing; 4.3.3 Generative Dialogue; 4.3.4 The Power of Storytelling; 4.3.5 The Impact of Affirmation; 4.3.6 Reflecting on Yourself; 4.3.7 Third-Person Listening; 4.4 Recognizing the Other; 4.4.1 Creating Space; 4.4.2 Recognizing Alterity; 4.4.3 Innovation as Opening the Mind; 4.4.4 Mutually Understanding; 4.4.5 Power Differences ;en_US
dc.format.extent1 online resource ;en_US
dc.publisherSpringer,en_US
dc.relation.haspart9783319588896.pdfen_US
dc.subjectPsychology ;en_US
dc.subjectPersonnel management ;en_US
dc.subjectSchool management and organization ;en_US
dc.subjectPersonality ;en_US
dc.subjectSocial psychology ;en_US
dc.titleCreating organizational value through dialogical leadership :en_US
dc.title.alternativeboiling rice in still water /en_US
dc.typeBooken_US
dc.publisher.placeCham, Switzerland :en_US
dc.classification.lcHF5548.8 ;en_US
dc.classification.dc158.7 ;en_US
Appears in Collections:تمامی گرایش های مدیریت شامل مدیریت بازرگانی و صنعتی

Files in This Item:
File Description SizeFormat 
9783319588896.pdf11.15 MBAdobe PDFThumbnail
Preview File