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A leadership point of view: key principles
Wills, Stefan - In: Strategic Direction 27 (2011) 10, pp. 3-4
Purpose – This paper aims to understand what leadership is and how it occurs within organizations. Design …/methodology/approach – Highlights four key principles which serve as a guiding template or frame of reference to help enhance managers' confidence and … credibility and encourage strong leadership inside an organization. Findings – Followers choose our leaders – leaders do not …
Persistent link: https://www.econbiz.de/10015010652
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Can business leaders build teams like Alex Ferguson?
Denton, Alan - In: Strategic Direction 29 (2013) 9, pp. 3-5
believes that managers can learn much from Ferguson's principles of leadership.  …Purpose – This paper aims to look at the leadership lessons which can be learnt from Scottish soccer coach, Alex … Ferguson. Design/methodology/approach – The paper examines the characteristics and methods of Alex Ferguson's leadership style …
Persistent link: https://www.econbiz.de/10015012855
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Ford, Pilkington and Ericsson ring in the changes
In: Strategic Direction 18 (2002) 4, pp. 4-6
Globalization, deregulation, and a growing knowledge workforce have radically altered the role of the modern manager. The ability to lead organizational change is no longer a nice‐to‐have skill but a necessity. And as companies abandon traditional, hierarchies in favor of the flatter, more...
Persistent link: https://www.econbiz.de/10015009561
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Sustaining a quality initiative
In: Strategic Direction 18 (2002) 4, pp. 15-17
continual basis. In short, culture and leadership are crucial. This has been well documented as far back as 1951, yet there has …
Persistent link: https://www.econbiz.de/10015009566
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Taking the mantle at Mattel
In: Strategic Direction 18 (2002) 5, pp. 9-12
In May 2000, Robert A. (“Bob”) Eckert, a former vice‐president at Kraft Foods, Inc., walked into the world’s largest toy company to face a monumental challenge. Mattel Inc. was losing over 1 million dollars a day, and it was obvious that significant measures were needed to rescue it. A...
Persistent link: https://www.econbiz.de/10015009572
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Resistance to change: enemy or ally?
In: Strategic Direction 18 (2002) 6, pp. 21-23
The recent spate of acquisitions, redundancies and CEO casualties ensure that change is an inevitability for many organizations. However, nearly two‐thirds of major change programs prove unsuccessful, and, according to Fortune 500 executives, the primary reason for this is not a lack of skill...
Persistent link: https://www.econbiz.de/10015009588
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Nature or nurture? Turning to the military in the leadership debate
In: Strategic Direction 18 (2002) 8, pp. 10-12
Is leadership all about nature or nurture? The debate has been raging since the beginning of management thinking and is …
Persistent link: https://www.econbiz.de/10015009603
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How GE restructured to become more than the sum of its parts
In: Strategic Direction 18 (2002) 9, pp. 11-14
With the beleaguered ABB struggling to stay out of the red as Siemens announces quarterly profits substantially up on the past months, the jury is still out on conglomerates. Are they a thing of the past or will they survive this economic slump to rise triumphant later this decade? There is...
Persistent link: https://www.econbiz.de/10015009612
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Disaster areas
In: Strategic Direction 19 (2003) 9, pp. 15-17
As the world watched the tragic events of September 11 unfold, people’s immediate thought was of the lives this disaster would claim. But Jeffrey W. Greenberg, CEO of Marsh & McLennan Companies, had more to deal with than most and neither hysteria nor silent shock was an option. Not only did...
Persistent link: https://www.econbiz.de/10015009642
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“Big three” car bosses fight for pole position
In: Strategic Direction 19 (2003) 11, pp. 10-13
There comes a point at which, for any business organization, confidence and ambition give way to hubris. Astute observers might note this defining moment, although more often it becomes apparent only later.
Persistent link: https://www.econbiz.de/10015009661