1138 Posts Found

One attribute – corporate decisiveness – stands out above all others as having the greatest effect on success and profitability, and this attribute is a key component of most of the others.

Content: Article | Author: Tom FitzGerald | Source: CEO Refresher | Subjects: Leadership, Management

The ways of thinking that underlie strategy formulation are seldom addressed in business textbooks. But principles, or at least guides, can be reverse engineered by careful review of business case studies. The author has assembled some of these and presents them in a skeletal form in hopes they offer a useful checklist and
food for thought as to how leaders think.

Content: Article | Author: Charles Albano | Source: CEO Refresher | Subjects: Leadership, Strategy

A summary presentation of 10 Rules illuminated in the book, ‘Sam Walton: Made in America, My Story’

Content: Article | Authors: J. Huey, Sam Walton | Source: CEO Refresher | Subjects: Leadership, Management

Content: Book | Authors: Gretchen M. Spreitzer, Thomas Cummins, Warren G. Bennis | Subject: Leadership

How do we ensure that our leadership development efforts are targeted, focused, relevant, and directly linked to our business results? Here are six things every executive must look at.

Content: Article | Authors: Janet Oliver, Joe DiSabatino | Source: CEO Refresher | Subjects: Leadership, Management

The first job of a leader is to define reality.

Content: Quotation | Author: Max De Pree | Source: CEO Refresher | Subject: Leadership

Lee Iacocca was a level 4 leader: effective in running the company but often more committed to self-aggrandizement than the sustained future of the institution. Darwin Smith, the little-known former head of Kimberly-Clark, was a level 5 leader. James Collins, author of Built to Last: Successful Habits of Visionary Companies and the forthcoming book Good to Great, explains the difference.

Content: Article | Source: Knowledge@Wharton | Subject: Leadership

Global women leaders or global women managers? Women in leadership positions in the political arena around the world challenge not only leadership and management theories but also question the need to make a distinction between leaders and managers as well as the validity of such a distinction. Their paths to power are as varied as their socio-economic, educational, religious and family backgrounds as well as … [ Read more ]

Content: Article | Author: Karin Klenke | Source: ManagementFirst | Subjects: Leadership, Women in Business

This paper takes the perspective of relational leadership. In this view, leadership is defined as an influence relationship, in which the leader and the collaborator mutually (although not symmetrically) influence each other in a dynamic way, forming partnerships with greater or lesser added value. Looking at these partnerships, three types of leadership can be distinguished: transactional, transformational and transcendental. Although partnerships are defined by the … [ Read more ]

Content: Article | Author: Pablo Cardona | Source: ManagementFirst | Subject: Leadership

When people walk in the door, they want to know: What do you expect out of me? What’s in this deal for me? What do I have to do to get ahead? Where do I go in this organization to get justice if I’m not treated appropriately? They want to know how they’re doing. They want some feedback. And they want to know that what … [ Read more ]

Content: Quotation | Source: Fast Company | Subjects: Leadership, Organizational Behavior

Twenty years ago, N. R. Narayana Murthy and six others founded Infoysys Technologies Limited based on a vision “powered by intellect and driven by values.” Today, Infosys, based in Bangalore, India, is a world leader in IT consulting and software services.. During a presentation at Wharton, Murthy, chairman and CEO, shared his experiences as an entrepreneur.

Content: Article | Author: Narayana Murthy | Source: Knowledge@Wharton | Subjects: Entrepreneurship, Leadership

The first lesson I learned as a plebe came from an upperclassman yelling in my face. He told me that there were four acceptable answers: ‘Yes, sir’; ‘No, sir’; ‘No excuse, sir’; and ‘Sir, I do not understand.’

Content: Quotation | Source: Fast Company | Subjects: Accountability, Leadership

Organizations are continually faced with “communication” and management problems. Until the underlying tension between the hierarchical structure and empowerment trends is openly addressed, leadership development initiatives will continue to miss the mark.

Content: Article | Authors: Janet Oliver, Joe DiSabatino | Source: CEO Refresher | Subjects: Leadership, Organizational Behavior

There are at least five ways and techniques in which the trusted advisor employs his influence, and the key is to examine how it works, what forms it takes, and why it is effective. That may help to shape a model of the power of influence for others to emulate.

Content: Article | Author: Irving H. Buchen | Source: CEO Refresher | Subject: Leadership

If Harvard Business School is the West Point of capitalism, then where is the West Point of leadership? It’s in West Point, New York. Here’s how raw cadets become resilient commanders.

Content: Article | Author: Keith H. Hammonds | Source: Fast Company | Subject: Leadership | Industry: Military

Facing yourself in the mirror may be the hardest endeavor you ever attempt. Whether you are a new manager or have been supervising people for a number of years, it is still important to develop your unique managerial style.

Content: Article | Author: Janet Richardson | Source: CEO Refresher | Subjects: Leadership, Management

There is a word you’ll never hear a Marine Corps officer, sergeant, or drill instructor use – and that is, “Manage.” In fact the word is treated with such abhorrence, it is often referred to as the “M Word.” That’s because Marines are trained to lead, not to manage.

Now, to those of us who are managers, the distinction may not be so obvious. Here, … [ Read more ]

Content: Article | Authors: Dan Carrison, Rod Walsh | Source: CEO Refresher | Subject: Leadership

Entrepreneurs, as most people know, are risk-takers who thrive on uncertainty and change, always on the lookout for their next startup. But according to new research from Wharton management professor Ian C. MacMillan and co-author Vipin Gupta, entrepreneurs aren’t the only ones who should be able to operate in unpredictable, high-risk environments. Drawing on an extensive worldwide survey of middle managers, the two authors outline … [ Read more ]

Content: Article | Source: Knowledge@Wharton | Subjects: Entrepreneurship, Leadership

Content: Book | Author: Peter Koestenbaum | Subject: Leadership

The world is made up of three types of people: those who make things happen, those who watch things happen, and those who wonder what happened!

Content: Quotation | Source: Emerson Management Solutions | Subjects: Leadership, Personality / Behavior