Based on empirical research, theoretical frameworks and practice
examples, this book presents a deep dive into the topic of
transformational leadership. In particular, it investigates whether
participants in transformational leader courses will practice more
potent transformation leader qualities after completion of the
courses than before. It examines which elements of leadership
development can describe what happens in this intervention, as well
as whether there is any covariation between transformation
leadership and Sternberg's learning style, and the role that a
coach plays in the development of transformational leadership. An
engaging and valuable resource for students, scholars, and
practitioners, the book includes pluralistic frameworks, conceptual
tools, and lessons for further work. It covers exciting issues for
the technical, social, and managerial professions involved in
collaborative creative work across disciplines.
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