000 03659nam a22002897a 4500
003 OSt
005 20190729194911.0
008 190729b xxu||||| |||| 00| 0 eng d
020 _a9780399592522
_q((hardback ; : alk. paper))
020 _a0399592520
020 _a1984854038
020 _a9780399592546
_q((ebook))
020 _a9781984854032
_q((international edition))
100 _aBrown, Brene,
_eauthor
111 _4
_a
245 _aDare to lead
_cBrene Brown
_bbrave work, tough conversations, whole hearts
260 _aLondon
_bVermilion
_c2018
300 _axix, 298 pages
_c22 cm
490 1 _aOntario symposium
_vv. 10
505 _antroduction: Brave leaders and courage cultures -- The moment and the myths -- The call to courage -- The armory -- Shame and empathy -- Curiosity and grounded confidence -- Living into our values -- Braving trust -- Learning to rise.
_gLeadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential. When we dare to lead, we don't pretend to have the right answers. We stay curious and ask the right questions. We don't see power as finite and hoard it. We know that power becomes infinite when we share it with others. We don't avoid difficult conversations and situations. We lean into vulnerability when it's necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we're choosing not to invest in developing the hearts and minds of leaders at the exact same time as we're scrambling to figure out what we have to offer that machines and artificial intelligence can't do better and faster. What can we do better? Empathy, connection, and courage, to start. Brene.. Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture?
520 1 _a"Culture and Social Behavior covers a range of topics from differences in basic cognitive processes to broad level cultural syndromes that pervade social arrangements, laws, and public representations. Leading researchers in the study of culture and psychology describe their work and their current perspective on the important questions facing the field. Pioneers in the field such as Harry Triandis and Michael Bond present their work, along with those who represent some newer approaches to the study of culture. Richard E. Nisbett concludes the book by discussing the historical development of the field and an examination of which aspects of culture are universal and which are culture-specific. By illustrating both the diversity and vitality of research on the psychology of culture and social behavior, the editors hope this volume will stimulate further research from psychologists of many cultural traditions."--BOOK JACKET
650 _aSocial psychology
650 _aCulture
650 _aCross-cultural studies
650 _aEast and West
942 _2NLM
_cMONOGRAPH
999 _c41003
_d41003