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Why boards need to change
Lawler, Edward E., III.; Worley, Christopher G. - In: MIT sloan management review 54 (2012/13) 1, pp. 10-12
Persistent link: https://www.econbiz.de/10009660436
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Creating management processes built for change
Worley, Christopher G.; Williams, Thomas; Lawler, … - In: MIT sloan management review 58 (2016) 1, pp. 77-82
Persistent link: https://www.econbiz.de/10011603206
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Enabling bold visions
Ready, Douglas A.; Conger, Jay A. - In: MIT sloan management review 49 (2007/08) 2, pp. 70-76
Persistent link: https://www.econbiz.de/10003786529
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OPINION - Adding Value in the Boardroom - The most effective boards have highly knowledgeable directors, the information they need to make decisions and, most important, the power...
Lawler III, Edward E.; Finegold, David; Benson, George; … - In: MIT sloan management review 43 (2002) 2, pp. 92-93
Persistent link: https://www.econbiz.de/10006269393
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LEADERSHIP - Enabling Bold Visions - A CEO's new vision often blurs into an indistinct image once the initial blitz is over. To ensure that the vision is more than just a daydream,...
Ready, Douglas A.; Conger, Jay A. - In: MIT sloan management review 49 (2008) 2, pp. 70-76
Persistent link: https://www.econbiz.de/10007903981
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Why Leadership-Development Efforts Fail - Large investments in leadership development often do not pay off because of what the authors identify as three pathologies: The "ownership...
Ready, Douglas A.; Conger, Jay A. - In: MIT sloan management review 44 (2003) 3, pp. 83-88
Persistent link: https://www.econbiz.de/10006256643
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When CEOs Step Up To Fail - Incoming CEOs at major companies are increasingly flaming out early in their tenures. But the blame for these costly and puzzling derailments cannot be...
Conger, Jay A.; Nadler, David A. - In: MIT sloan management review 45 (2004) 3, pp. 50-56
Persistent link: https://www.econbiz.de/10006246865