標(biāo)題: Titlebook: Six Paths to Leadership; Lessons from Success Mark A. Clark,Meredith Persily Book 2021 The Editor(s) (if applicable) and The Author(s), und [打印本頁] 作者: 突然 時(shí)間: 2025-3-21 18:02
書目名稱Six Paths to Leadership影響因子(影響力)
書目名稱Six Paths to Leadership影響因子(影響力)學(xué)科排名
書目名稱Six Paths to Leadership網(wǎng)絡(luò)公開度
書目名稱Six Paths to Leadership網(wǎng)絡(luò)公開度學(xué)科排名
書目名稱Six Paths to Leadership被引頻次
書目名稱Six Paths to Leadership被引頻次學(xué)科排名
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書目名稱Six Paths to Leadership讀者反饋
書目名稱Six Paths to Leadership讀者反饋學(xué)科排名
作者: Trigger-Point 時(shí)間: 2025-3-21 21:17
https://doi.org/10.1007/978-3-030-69017-5leadership development; leadership challenges; leadership skills; leader derailment; leadership transiti作者: 增強(qiáng) 時(shí)間: 2025-3-22 01:21 作者: 品嘗你的人 時(shí)間: 2025-3-22 06:51 作者: JOG 時(shí)間: 2025-3-22 12:06
The Six Paths and their Influence on Leaders, the paths, primarily through interviewing a broad swath of leaders, analyzing their responses against our own leadership expertise, grounded in academic research and practical experience. We then overview our findings, briefly reviewing commonly held themes and variations summarized in Table 1. We preview each of the six path chapters to follow.作者: 可以任性 時(shí)間: 2025-3-22 16:19 作者: Conscientious 時(shí)間: 2025-3-22 20:47
Mark A. Clark,Meredith Persilyfication, we mainly need the conditional probability of each word . given each class . (positive or negative), .(w|y). When we have a task from a new domain ., the question is whether we need training data from . at all. It is well known that the classifier built in one domain works poorly in anothe作者: Microaneurysm 時(shí)間: 2025-3-22 23:05
Mark A. Clark,Meredith Persilylearning has developed significantly in the relatively short time since the first edition of this book was published. The purpose of this second edition is to expand the definition of lifelong learning, update the content of several chapters, and add a new chapter about continual learning in deep ne作者: 險(xiǎn)代理人 時(shí)間: 2025-3-23 02:53
Mark A. Clark,Meredith PersilyL is even more advantageous. For example, when the data is small, traditional topic models produce very poor results, but lifelong topic models can still generate very good topics. Ideally, as the KB expands, fewer modeling errors will incur. This is similar to our human learning. As we become more 作者: dictator 時(shí)間: 2025-3-23 07:28 作者: ARY 時(shí)間: 2025-3-23 13:01
Mark A. Clark,Meredith Persily evaluation of the patient to define the degree of target-organ damage and to assess physiologic derangements. In this chapter autonomic contributions to blood pressure control will be reviewed briefly, followed by a more complete discussion of those agents which interfere with autonomic mechanisms 作者: 預(yù)示 時(shí)間: 2025-3-23 14:39 作者: somnambulism 時(shí)間: 2025-3-23 18:36 作者: pulse-pressure 時(shí)間: 2025-3-24 01:23 作者: 警告 時(shí)間: 2025-3-24 04:15 作者: collateral 時(shí)間: 2025-3-24 08:35
the paths.?..The emerging leaders, HR professionals, researchers, and coaches among the book’s readers will learn not only from those who have walked one particular path, but also from the experiences of those 978-3-030-69017-5作者: 欲望 時(shí)間: 2025-3-24 13:08 作者: 天賦 時(shí)間: 2025-3-24 15:37
The Six Paths and their Influence on Leaders, the paths, primarily through interviewing a broad swath of leaders, analyzing their responses against our own leadership expertise, grounded in academic research and practical experience. We then overview our findings, briefly reviewing commonly held themes and variations summarized in Table 1. We 作者: JECT 時(shí)間: 2025-3-24 20:53
Insider: The Promoted Path,he opportunities abound for a leader who has grown up in the organization, and she can be a true ambassador of the cultures she has experienced. Such leaders can also use and build on the relationships and record of service that they have developed over time, as well as taking advantage of the organ作者: Esalate 時(shí)間: 2025-3-24 23:37 作者: 群居男女 時(shí)間: 2025-3-25 04:29
Representative: The Elected Path,important differences for . (We use the “Representative” label in the generic sense of the word, as it applies to many titles of elected leaders) largely emanating from their status as the “entity” who embodies the power of the position, allowing opportunity to leverage their vision and resources to作者: 走調(diào) 時(shí)間: 2025-3-25 08:52
Proxy: The Appointed Path, Proxy leaders generally are appointed for a specific purpose and expertise and are typically meant to faithfully represent the principal who appointed them. Their opportunities therefore often relate to the principal, using his or her reputation and power to get things done, or to allow others to s作者: OREX 時(shí)間: 2025-3-25 14:50 作者: concert 時(shí)間: 2025-3-25 16:57
Legacy: The Family Path,e path comes with a family brand and culture, which can be leveraged by clarifying a family narrative and sharing its values and operative methods with all stakeholders in the organization. . leaders also may benefit from early family mentors who share their passion and commitment, while demonstrati作者: vocation 時(shí)間: 2025-3-25 22:46
Leading on Your Own Paths,ies and challenges in Table?8, as well as connecting path strategies to leadership. Finally, we discuss leaders themselves in the contexts of their own paths, for both new leaders and more experienced leaders.作者: LUCY 時(shí)間: 2025-3-26 03:40
Insider: The Promoted Path, needed change, and adapt to their new role. Some promoted leaders may find themselves breaking through ceilings that formerly limited people of historically disadvantaged categories, although this is not limited to this path.作者: Harass 時(shí)間: 2025-3-26 04:28 作者: Cumulus 時(shí)間: 2025-3-26 08:27
Proxy: The Appointed Path,hey work with. In some cases, those working with appointed leaders may resent their focus, such as when the Proxy seems underqualified on their own merit, or seems more concerned with pleasing the principal than helping the organization more broadly.作者: ungainly 時(shí)間: 2025-3-26 16:14
Legacy: The Family Path,se relations, particularly those who may not have voice in the management of the family venture, and at times may lack the perspective of leaders on other paths who have experienced multiple organizations and a less secure place in the hierarchy.作者: Conflict 時(shí)間: 2025-3-26 19:57 作者: nonsensical 時(shí)間: 2025-3-27 00:22
Creator: The Founder Path,ns of their own abilities and reach as the organization grows, and difficulty in determining which early employees may or may not be suitable for that growth. In highly successful ventures, founders may be challenged by decisions of whether to share ownership and how to manage their quasi-celebrity status.作者: BLAND 時(shí)間: 2025-3-27 04:08 作者: 熱心助人 時(shí)間: 2025-3-27 06:02 作者: 紡織品 時(shí)間: 2025-3-27 09:52
ledge learned in previous tasks, and uses it to help future learning. In the process, the learner becomes more and more knowledgeable and effective at learning. This learning ability is one of the hallmarks of human intelligence. However, the current dominant machine learning paradigm learns .in iso作者: 厚顏無恥 時(shí)間: 2025-3-27 16:13
Mark A. Clark,Meredith Persilys is useful and how such sharing makes lifelong machine learning (LML) work. The example is about product review sentiment classification. The task is to build a classifier to classify a product review as expressing a positive or negative opinion. In the classic setting, we first label a large numbe作者: CODA 時(shí)間: 2025-3-27 21:17
Mark A. Clark,Meredith Persilyknowledge that it then uses in future learning and problem solving. In contrast, the current dominant machine learning paradigm learns in isolation: given a training dataset, it runs a machine learning algorithm on the dataset to produce a model that is then used in its intended application. It make作者: 外觀 時(shí)間: 2025-3-28 01:24 作者: freight 時(shí)間: 2025-3-28 02:54
Mark A. Clark,Meredith Persilyecog- nition. The first change involved only malignant hypertensives with enough residual renal parenchyma to survive. Such a hypertensive could trade inevitable renal failure - unless an intracerebral bleed occurred first - for a rigid regimen which prevented his blood pressure from destroying him 作者: 試驗(yàn) 時(shí)間: 2025-3-28 10:12
Mark A. Clark,Meredith Persilye ‘Veterans Administration Cooperative Study’ that subjects with sustained elevations of diastolic blood pressure greater than 104 mmHg, showed marked improvement in both morbidity and mortality when compared to placebo-treated control groups [1,2]. Once the diagnosis of essential hypertension has b作者: Counteract 時(shí)間: 2025-3-28 11:55 作者: insidious 時(shí)間: 2025-3-28 16:15 作者: 課程 時(shí)間: 2025-3-28 20:49
