Bibliografia empatia

Kotter, J. P. (1990). . New

York, NY: Free Press.

Leadership.

Burns, J. M. (1978). New York, NY: Harper & Row.

Leadership and performance beyond expectations.

Bass, B. M. (1985). New York, NY:

Free Press. Management of organizational behavior: Utilizing

Hersey, P., & Blanchard, K. H. (1982).

human resources (5th ed.). Englewood Cliffs, NJ: Prentice Hall.

Emotional intelligence: Why it can matter more than IQ

Goleman, D. (1995). . New York,

NY: Bantam Books. Leadership and decision-making.

Vroom, V. H., & Yetton, P. W. (1973). Pittsburgh, PA:

University of Pittsburgh Press.

Locke e Latham (1990) nel loro lavoro sulla teoria degli obiettivi sostengono che un

feedback specifico è più efficace per motivare le persone.

Law of Effect

Thorndike (1911) nel evidenzia come una risposta immediata rafforzi

l'apprendimento.

Ashford, S. J., Blatt, R., & VandeWalle, D. (2003). Reflections on the looking glass: A

review of research on feedback-seeking behavior in organizations. Journal of

Management, 29(6), 773-799. https://doi.org/10.1016/S0149-2063(03)00079-5

Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change.

Psychological Review, 84(2), 191-215. https://doi.org/10.1037/0033-295X.84.2.191

Goldsmith, M., & Reiter, M. (2007). What got you here won't get you there: How

successful people become even more successful. New York, NY: Hyperion.

Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on

performance: A historical review, a meta-analysis, and a preliminary feedback

intervention theory. Psychological Bulletin, 119(2), 254-284.

https://doi.org/10.1037/0033-2909.119.2.254

Locke, E. A., & Latham, G. P. (1990). A theory of goal setting and task performance.

Englewood Cliffs, NJ: Prentice Hall.

London, M. (2003). Job feedback: Giving, seeking, and using feedback for performance

improvement (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates.

Losada, M., & Heaphy, E. (2004). The role of positivity and connectivity in the

performance of business teams: A nonlinear dynamics model. American Behavioral

Scientist, 47(6), 740-765. https://doi.org/10.1177/0002764203260208

Skinner, B. F. (1953). Science and human behavior. New York, NY: Macmillan.

Stone, D., & Heen, S. (2014). Thanks for the feedback: The science and art of receiving

feedback well. New York, NY: Viking.

Thorndike, E. L. (1911). Animal intelligence: Experimental studies. New York, NY: The

Macmillan Company.

A force for change: How leadership differs from management

Kotter, J. P. (1990). . New

York, NY: Free Press.

Leadership.

Burns, J. M. (1978). New York, NY: Harper & Row.

Leadership and performance beyond expectations.

Bass, B. M. (1985). New York, NY:

Free Press. Management of organizational behavior: Utilizing

Hersey, P., & Blanchard, K. H. (1982).

human resources (5th ed.). Englewood Cliffs, NJ: Prentice Hall.

Emotional intelligence: Why it can matter more than IQ

Goleman, D. (1995). . New York,

NY: Bantam Books. Leadership and decision-making.

Vroom, V. H., & Yetton, P. W. (1973). Pittsburgh, PA:

University of Pittsburgh Press.

Locke e Latham (1990) nel loro lavoro sulla teoria degli obiettivi sostengono che un

feedback specifico è più efficace per motivare le persone.

Law of Effect

Thorndike (1911) nel evidenzia come una risposta immediata rafforzi

l'apprendimento.

Ashford, S. J., Blatt, R., & VandeWalle, D. (2003). Reflections on the looking glass: A

review of research on feedback-seeking behavior in organizations. Journal of

Management, 29(6), 773-799. https://doi.org/10.1016/S0149-2063(03)00079-5

Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change.

Psychological Review, 84(2), 191-215. https://doi.org/10.1037/0033-295X.84.2.191

Goldsmith, M., & Reiter, M. (2007). What got you here won't get you there: How

successful people become even more successful. New York, NY: Hyperion.

Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on

performance: A historical review, a meta-analysis, and a preliminary feedback

intervention theory. Psychological Bulletin, 119(2), 254-284.

https://doi.org/10.1037/0033-2909.119.2.254

Locke, E. A., & Latham, G. P. (1990). A theory of goal setting and task performance.

Englewood Cliffs, NJ: Prentice Hall.

London, M. (2003). Job feedback: Giving, seeking, and using feedback for performance

improvement (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates.

Losada, M., & Heaphy, E. (2004). The role of positivity and connectivity in the

performance of business teams: A nonlinear dynamics model. American Behavioral

Scientist, 47(6), 740-765. https://doi.org/10.1177/0002764203260208

Skinner, B. F. (1953). Science and human behavior. New York, NY: Macmillan.

Stone, D., & Heen, S. (2014). Thanks for the feedback: The science and art of receiving

feedback well. New York, NY: Viking.

Thorndike, E. L. (1911). Animal intelligence: Experimental studies. New York, NY: The

Macmillan Company.

A force for change: How leadership differs from management

Kotter, J. P. (1990). . New

York, NY: Free Press.

Leadership.

Burns, J. M. (1978). New York, NY: Harper & Row.

Leadership and performance beyond expectations.

Bass, B. M. (1985). New York, NY:

Free Press. Management of organizational behavior: Utilizing

Hersey, P., & Blanchard, K. H. (1982).

human resources (5th ed.). Englewood Cliffs, NJ: Prentice Hall.

Emotional intelligence: Why it can matter more than IQ

Goleman, D. (1995). . New York,

NY: Bantam Books. Leadership and decision-making.

Vroom, V. H., & Yetton, P. W. (1973). Pittsburgh, PA:

University of Pittsburgh Press.

Locke e Latham (1990) nel loro lavoro sulla teoria degli obiettivi sostengono che un

feedback specifico è più efficace per motivare le persone.

Law of Effect

Thorndike (1911) nel evidenzia come una risposta immediata rafforzi

l'apprendimento.

Ashford, S. J., Blatt, R., & VandeWalle, D. (2003). Reflections on the looking glass: A

review of research on feedback-seeking behavior in organizations. Journal of

Management, 29(6), 773-799. https://doi.org/10.1016/S0149-2063(03)00079-5

Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change.

Psychological Review, 84(2), 191-215. https://doi.org/10.1037/0033-295X.84.2.191

Goldsmith, M., & Reiter, M. (2007). What got you here won't get you there: How

successful people become even more successful. New York, NY: Hyperion.

Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on

performance: A historical review, a meta-analysis, and a preliminary feedback

intervention theory. Psychological Bulletin, 119(2), 254-284.

https://doi.org/10.1037/0033-2909.119.2.254

Locke, E. A., & Latham, G. P. (1990). A theory of goal setting and task performance.

Englewood Cliffs, NJ: Prentice Hall.

London, M. (2003). Job feedback: Giving, seeking, and using feedback for performance

improvement (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates.

Losada, M., & Heaphy, E. (2004). The role of positivity and connectivity in the

performance of business teams: A nonlinear dynamics model. American Behavioral

Scientist, 47(6), 740-765. https://doi.org/10.1177/0002764203260208

Skinner, B. F. (1953). Science and human behavior. New York, NY: Macmillan.

Stone, D., & Heen, S. (2014). Thanks for the feedback: The science and art of receiving

feedback well. New York, NY: Viking.

Thorndike, E. L. (1911). Animal intelligence: Experimental studies. New York, NY: The

Macmillan Company.

A force for change: How leadership differs from management

Kotter, J. P. (1990). . New

York, NY: Free Press.

Leadership.

Burns, J. M. (1978). New York, NY: Harper & Row.

Leadership and performance beyond expectations.

Bass, B. M. (1985). New York, NY:

Free Press. Management of organizational behavior: Utilizing

Hersey, P., & Blanchard, K. H. (1982).

human resources (5th ed.). Englewood Cliffs, NJ: Prentice Hall.

Emotional intelligence: Why it can matter more than IQ

Goleman, D. (1995). . New York,

NY: Bantam Books. Leadership and decision-making.

Vroom, V. H., & Yetton, P. W. (1973). Pittsburgh, PA:

University of Pittsburgh Press.

Locke e Latham (1990) nel loro lavoro sulla teoria degli obiettivi sostengono che un

feedback specifico è più efficace per motivare le persone.

Law of Effect

Thorndike (1911) nel evidenzia come una risposta immediata rafforzi

l'apprendimento.

Ashford, S. J., Blatt, R., & VandeWalle, D. (2003). Reflections on the looking glass: A

review of research on feedback-seeking behavior in organizations. Journal of

Management, 29(6), 773-799. https://doi.org/10.1016/S0149-2063(03)00079-5

Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change.

Psychological Review, 84(2), 191-215. https://doi.org/10.1037/0033-295X.84.2.191

Goldsmith, M., & Reiter, M. (2007). What got you here won't get you there: How

successful people become even more successful. New York, NY: Hyperion.

Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on

performance: A historical review, a meta-analysis, and a preliminary feedback

intervention theory. Psychological Bulletin, 119(2), 254-284.

https://doi.org/10.1037/0033-2909.119.2.254

Locke, E. A., & Latham, G. P. (1990). A theory of goal setting and task performance.

Englewood Cliffs, NJ: Prentice Hall.

London, M. (2003). Job feedback: Giving, seeking, and using feedback for performance

improvement (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates.

Losada, M., & Heaphy, E. (2004). The role of positivity and connectivity in the

performance of business teams: A nonlinear dynamics model. American Behavioral

Scientist, 47(6), 740-765. https://doi.org/10.1177/0002764203260208

Skinner, B. F. (1953). Science and human behavior. New York, NY: Macmillan.

Stone, D., & Heen, S. (2014). Thanks for the feedback: The science and art of receiving

feedback well. New York, NY: Viking.