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Authenticity and effective leadership
In: Strategic Direction 22 (2006) 7, pp. 18-21
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/10015010042
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Perfect leaders are figures of fantasy
In: Strategic Direction 28 (2012) 5, pp. 22-25
entirely complementary. The consummate definition of leadership also creates its own problems. Practical implications – The …
Persistent link: https://www.econbiz.de/10015010718
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Romance or realism in leadership?
In: Strategic Direction 30 (2014) 11, pp. 10-12
Leadership (RoL) tend to be motivated to lead. Motivation to Lead (MtL) is an important variable in the process of striving for a … leadership position and for leadership development. MtL may influence the career planning and specific actions of individuals at …
Persistent link: https://www.econbiz.de/10015013019
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The success factor
In: Strategic Direction 24 (2007) 1, pp. 15-17
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/10015010218
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Facing up to Facebook voyeurs
In: Strategic Direction 27 (2011) 2, pp. 12-15
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/10015010575
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Top management team composition and views of viable strategies
Gallen, T. - In: Strategic Direction 26 (2010) 4
Persistent link: https://www.econbiz.de/10015011520
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Getting personal with employability
In: Strategic Direction 30 (2014) 11, pp. 7-9
writer who adds their own impartial comments and places the articles in context. Findings – Transformational leadership is … positively related to employee and supervisor ratings of employability. There is some indication that transformational leadership … managerial function. Moreover, it appeared that after controlling for personality, only the positive relationship between …
Persistent link: https://www.econbiz.de/10015013020
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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