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Katzenbach, Jon - In: Strategy & Leadership 31 (2003) 5, pp. 34-38

Every great company is distinguished by special attitudes of its employees. For example, Microsoft, Southwest Airlines, Marriott and other leaders elicit superior commitment from their people, and use it to sustain innovation and overall excellence. Such companies have found that pride is more...

Persistent link: https://www.econbiz.de/10015016423

Leaders manage dilemmas

Lowy, Alex; Hood, Phil - In: Strategy & Leadership 32 (2004) 3, pp. 21-26

The authors suggest a new approach to strategic decision‐making methodology: focus on understanding the dilemmas confronting your organization. For leaders, the learning produced from wrestling with dilemmas is often more important than answers to them. Big challenges tend to be complex,...

Persistent link: https://www.econbiz.de/10015016446

Increasing the odds of successful growth: the critical prelude to moving “beyond the core”

Zook, Chris - In: Strategy & Leadership 32 (2004) 4, pp. 17-23

core. For companies in leadership positions, the chances for adjacency success are nearly three times higher than for …

Persistent link: https://www.econbiz.de/10015016451

What’s the board’s role in strategy development?: Why you need to redesign your board of directors – an interview with Jay Lorsch

Allio, Robert J. - In: Strategy & Leadership 32 (2004) 5, pp. 34-37

This noted authority on board practices believes that the root cause of board oversight failure lies in the inadequate attention given to the way each board is designed to handle its responsibilities. He outlines a reform agenda. A more active role means that directors will be challenged to...

Persistent link: https://www.econbiz.de/10015016456

Strategy for the critical first 90 days of leadership

Watkins, Michael - In: Strategy & Leadership 32 (2004) 1, pp. 15-20

leadership development and should be managed accordingly. They strengthen diagnostic skills, demand growth and adaptation, and … “transition language”. Match leadership strategy to situation – methodically diagnose the situation and match your strategy to it …

Persistent link: https://www.econbiz.de/10015016465

Metrics for innovation: guidelines for developing a customized suite of innovation metrics

Muller, Amy; Välikangas, Liisa; Merlyn, Paul - In: Strategy & Leadership 33 (2005) 1, pp. 37-45

leadership – providing the perspective to develop a suite of metrics for assessing and developing a company's capacity for …

Persistent link: https://www.econbiz.de/10015016471

Integral leadership: overcoming the paradox of growth

Putz, Michael; Raynor, Michael E. - In: Strategy & Leadership 33 (2005) 1, pp. 46-48

Purpose – To make top management aware of the innovation paradox: their current success depends on doing and improving upon what they now do well, but their future success requires creating entirely new capabilities. Design/methodology/approach – One of the authors is director of development...

Persistent link: https://www.econbiz.de/10015016476

A corporate executive's short guide to leading nonprofits

Taliento, Lynn; Silverman, Les - In: Strategy & Leadership 33 (2005) 2, pp. 5-10

Purpose – By introducing business people to the frustrations of leadership roles in nonprofits and showing how …. However, as more corporate executive take leadership positions in nonprofits, there will be an opportunity to survey a much … nonprofit world tick. Originality/value – This article assesses the factors for nonprofit sector leadership success based on the …

Persistent link: https://www.econbiz.de/10015016478

The strategic value of a shared understanding of costs

Colby, Susan J.; Rubin, Abigail - In: Strategy & Leadership 33 (2005) 2, pp. 27-32

Purpose – To make resource‐related decisions in a way that maximizes an organization's effectiveness and promotes its mission, nonprofit leaders need to have a clear picture of the full costs of operating their programs and services. Design/methodology/approach – The authors studied...

Persistent link: https://www.econbiz.de/10015016482

Leadership: experience is the best teacher

Thomas, Robert J.; Cheese, Peter - In: Strategy & Leadership 33 (2005) 3, pp. 24-29

Accenture research and their observations of leadership technology as used by organizations. Findings – Advances in learning … models, information technology, and leadership research strongly suggest that new approaches like experience‐based learning … complex and uncertain environments. The goal of experience‐based leadership development is to equip employees to mine their …

Persistent link: https://www.econbiz.de/10015016486