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Getting strategic value from constellations of communities

Ward, Arian - In: Strategy & Leadership 28 (2000) 2, pp. 4-9

of leadership. Like a garden, these communities must be tended and nurtured rather than commanded and controlled. The …

Persistent link: https://www.econbiz.de/10015016322

Paying the personal price for performance

Linder, Jane - In: Strategy & Leadership 28 (2000) 2, pp. 22-26

No firm can rest on its competitive laurels. Winning companies must know how to change, not just their products and services, but their business models. Changing business models used to be a once‐a‐career challenge. Now it’s the way firms compete. Most organizations have not been terribly...

Persistent link: https://www.econbiz.de/10015016325

May the worst man win

Theodhosi, Alexander S. - In: Strategy & Leadership 28 (2000) 3, pp. 28-31

This article presents the author’s premise that success in business requires a high degree of self‐serving behavior and exclusionary methods on the part of a company’s leaders. Using numerous examples, including Tom Watson at IBM, Bill Gates at Microsoft, Andy Grove at Intel, Phil Knight...

Persistent link: https://www.econbiz.de/10015016331

A new neuroscience of leadership

Cooper, Robert K. - In: Strategy & Leadership 28 (2000) 6, pp. 11-15

To be effective in today’s complex and changing world, managers need new insights and skills that up‐end conventional thinking about human potential, trust, energy, initiative, and commitment. Neuroscience holds the key to accomplishing this goal. The old belief was that all sensory input...

Persistent link: https://www.econbiz.de/10015016345

Are you L.E.A.D.ing your troops?

Kraines, Gerald A. - In: Strategy & Leadership 29 (2001) 2, pp. 29-33

Leadership, at its best, leverages other people’s full potential The L.E.A.D. program follows neither the old command …

Persistent link: https://www.econbiz.de/10015016352

Maslow revisited: building the employee commitment pyramid

Stum, David L. - In: Strategy & Leadership 29 (2001) 4, pp. 4-9

Evolutions and revolutions in technology, globalization, business consolidation, and marketplace fragmentation have fundamentally changed the nature of organizations. Simultaneously, a workforce has emerged that is more educated, mobile, diverse, and discerning in work and life choices than ever...

Persistent link: https://www.econbiz.de/10015016357

Loyalty as a philosophy and strategy: an interview with Frederick F. Reichheld

Finnie, William; Randall, Robert M. - In: Strategy & Leadership 30 (2002) 2, pp. 25-31

Loyalty in the workplace has become a radically misunderstood concept. In this interview, Frederick Reichheld argues that loyalty drives financial success ‐ especially, in today’s volatile economy. As companies face the harsh realities of an economic downturn, holding onto their customers...

Persistent link: https://www.econbiz.de/10015016380

How top management steers fast cycle teams to success

Narayanan, V.K.; Douglas, Frank L.; Guernsey, Brock; … - In: Strategy & Leadership 30 (2002) 3, pp. 19-27

, consummating, and integrating a deal puts pressure on chief executives to play multiple leadership roles and switch quickly from …

Persistent link: https://www.econbiz.de/10015016385

Getting from good to great: a conversation with Jim Collins

Finnie, William C.; Abraham, Stanley C. - In: Strategy & Leadership 30 (2002) 5, pp. 10-14

Strategy & Leadership contributing editors interviewed researcher Jim Collins. Collins is author of two influential … a Level 5 leader. The essence of Level 5 leadership is having an ambition for the cause of the work‐the outcome, the …

Persistent link: https://www.econbiz.de/10015016393

Results‐based leadership: an interview with Dave Ulrich

Finnie, William; Early, Stewart - In: Strategy & Leadership 30 (2002) 6, pp. 23-29

account for 50 percent of a company’s market value. Results‐based leadership is the key source of increasing this intangible … commercialization of a product is 20 percent faster in two years. Four attributes of leadership are suggested: setting direction for … will help build results‐based leaders: believe that leadership matters; develop a leadership brand; assess leaders and find …

Persistent link: https://www.econbiz.de/10015016399