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Double act performs well for Dell
In: Strategic Direction 20 (2004) 10, pp. 5-7
Asked about the day‐to‐day command of the giant Dell Inc. empire, entrepreneur and founder Michael S. Dell said of his close associate Kevin B. Rollins: “This company is much stronger when the two of us are doing it together – but if I get hit by a truck he’s the CEO. Everyone knows...
Persistent link: https://www.econbiz.de/10015009834
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Human nature in all its diversity
In: Strategic Direction 28 (2012) 2, pp. 15-18
Purpose – This article aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies. Design/methodology/approach – The briefing is prepared by an independent writer who adds their own impartial comments,...
Persistent link: https://www.econbiz.de/10015010685
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Microsoft's leading edge (leadership development)
Gordon, J. - In: Strategic Direction 23 (2007) 11
Persistent link: https://www.econbiz.de/10015011157
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Leading organizational learning through authentic dialogue
In: Strategic Direction 25 (2009) 2
Persistent link: https://www.econbiz.de/10015011335
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Innovation-driven leadership
Smith, A. - In: Strategic Direction 28 (2012) 8
Persistent link: https://www.econbiz.de/10015011891
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Can we alter behaviours without “culture change”?
Coulson-Thomas, Colin - In: Strategic Direction 30 (2014) 5, pp. 37-39
a “new leadership” and shift of emphasis is required.  …
Persistent link: https://www.econbiz.de/10015012345
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Authentic leaders must “walk the talk”
In: Strategic Direction 30 (2014) 8, pp. 6-8
throughout Turkey, it was found that the positive effects of good “authentic” leadership might go even deeper, especially …
Persistent link: https://www.econbiz.de/10015012725
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It matters to me!
In: Strategic Direction 30 (2014) 8, pp. 9-11
Purpose – The purpose of this paper is to examine the interrelationship between authentic leadership and followers … leadership on each. Findings – What makes people feel attached to an organization? To feel they “belong” and have a personal … implications – This paper shows that authentic leadership – particularly perceptions of the leader’s moral perspective and capacity …
Persistent link: https://www.econbiz.de/10015012865
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What’s next for CSR?
In: Strategic Direction 31 (2015) 7, pp. 17-19
Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the...
Persistent link: https://www.econbiz.de/10015012501