<?xml version="1.0" encoding="UTF-8"?>
<collection xmlns="http://www.loc.gov/MARC21/slim">
 <record>
  <leader>01833nam a2200241 a 4500</leader>
  <controlfield tag="001">TVCDKTCT111459</controlfield>
  <controlfield tag="003">TVCĐKTCT</controlfield>
  <controlfield tag="005">20200623153928.000</controlfield>
  <controlfield tag="008">200611syyyy    vn                       </controlfield>
  <datafield tag="980" ind1="\" ind2="\">
   <subfield code="a">Thư viện Trường CĐ Kỹ Thuật Cao Thắng</subfield>
  </datafield>
  <datafield tag="024" ind1=" " ind2=" ">
   <subfield code="a">RG_1 #1 eb0 i1</subfield>
  </datafield>
  <datafield tag="020" ind1="#" ind2="#">
   <subfield code="a">978-1-63369-632-7 </subfield>
  </datafield>
  <datafield tag="041" ind1="0" ind2="#">
   <subfield code="a">eng</subfield>
  </datafield>
  <datafield tag="082" ind1="#" ind2="#">
   <subfield code="a">650.1 </subfield>
   <subfield code="b">WH600D</subfield>
  </datafield>
  <datafield tag="100" ind1="1" ind2="#">
   <subfield code="a">Premuzic, Tomas Chamorro </subfield>
  </datafield>
  <datafield tag="245" ind1="1" ind2="0">
   <subfield code="a">Why Do So Many Incompetent Men Become Leaders? / </subfield>
   <subfield code="c">Tomas Chamorro Premuzic</subfield>
  </datafield>
  <datafield tag="260" ind1="#" ind2="#">
   <subfield code="a">Boston, Massachusetts : </subfield>
   <subfield code="b">Harvard Business Review Press, </subfield>
   <subfield code="c">2019</subfield>
  </datafield>
  <datafield tag="300" ind1=" " ind2=" ">
   <subfield code="a">218tr. ; </subfield>
   <subfield code="c">23cm</subfield>
  </datafield>
  <datafield tag="520" ind1="#" ind2="#">
   <subfield code="a">In this timely and provocative book, Tomas Chamorro-Premuzic asks two powerful questions: Why is it so easy for incompetent men to become leaders? And why is it so hard for competent people--especially competent women--to advance? Marshaling decades of rigorous research, Chamorro-Premuzic points out that although men make up a majority of leaders, they underperform when compared with female leaders. In fact, most organizations equate leadership potential with a handful of destructive personality traits, like overconfidence and narcissism. In other words, these traits may help someone get selected for a leadership role, but they backfire once the person has the job. When competent women--and men who don't fit the stereotype--are unfairly overlooked, we all suffer the consequences. The result is a deeply flawed system that rewards arrogance rather than humility, and loudness rather than wisdom. There is a better way. With clarity and verve, Chamorro-Premuzic shows us what it really takes to lead and how new systems and processes can help us put the right people in charge.</subfield>
  </datafield>
  <datafield tag="541" ind1="#" ind2="#">
   <subfield code="a">Tặng</subfield>
  </datafield>
  <datafield tag="650" ind1="#" ind2="4">
   <subfield code="a">Leadership development</subfield>
  </datafield>
  <datafield tag="653" ind1="#" ind2="#">
   <subfield code="a">Men Leaders</subfield>
  </datafield>
  <datafield tag="841" ind1="#" ind2="#">
   <subfield code="b">Kho Sách </subfield>
   <subfield code="j">100053334</subfield>
  </datafield>
 </record>
</collection>
