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Ivey Business School (Canada)
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Navigating Through Leadership Transitions: Making it Past the Twists and Turns
Christine M. RiordanArticle IVEY-9B08TC04-ELeadership and People ManagementAdaptability is a must have for a leader. At different points and for different reasons he or she must change behavior to succeed. This author shares the advice she's given to business leaders.Starting at €8.20
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Compelling Visions: Content, Context, Credibility and Collaboration
Jeffrey GandzArticle IVEY-9B09TB04-ELeadership and People ManagementThe "vision thing" is still with us, but while leaders insist in having a compelling vision, the fact is that many - both the leaders and the visions - leave people standing still, unmoved. A leader who engages stakeholders when developing a vision will, in the end, articulate one that resonates strongly and impels people to act.Starting at €8.20
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Defining Some Different Avenues of Innovation
David GoldsmithArticle IVEY-9B10TA06-ELeadership and People ManagementLots of time in the lab and the Eureka! moment are synonymous with innovation. Often, however, the best and most successful ideas are the result of mere plodding and some prosaic practices. This author describes four such practices and the key steps that can lead to successful innovation.Starting at €8.20
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What Healthy Companies Can Learn From Distressed Companies
Steven Aschkenase; Prasad HedgeArticle IVEY-9B10TB03-ELeadership and People ManagementExamining the failures of even the mightiest industrial organizations can be a valuable exercise. There are lessons to be learned and applied and others to be avoided at all costs. Managers who want to use those lessons to improve the performance of their own companies will find helpful suggestions in this article.Starting at €8.20
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How Businesses Can Profit From Raising Compensation at the Bottom
Jody Heymann; Magda BarreraArticle IVEY-9B10TF09-ELeadership and People ManagementAttention must be paid, wrote the great American playwright, Arthur Miller. If only companies did pay attention to workers on the bottom rungs of the organizational ladder - like those on the top rungs - what would happen? As the authors discovered in their research, the company will benefit as much as the employees themselves.Starting at €8.20
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Human Evolution Has Given Us What We Need For Good Corporate Leadership
Paul R. LawrenceArticle IVEY-9B11TA11-ELeadership and People ManagementThere has long been the need for a theory of leadership built on a scientific foundation. This author’s new book, Driven to Lead: Good, Bad, and Misguided Leadership, seeks to provide such a theory using neuroscience and evolutionary biology. This article discusses the evolution of decision making, the four basic drives of humans, and how firms can keep their decision-making processes on track.Starting at €8.20
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A Case For Conscious Capitalism: Conscious Leadership Through the Lens of Brain Science
Srinivasan S. Pillay; Rajendra S. SisodiaArticle IVEY-9B11TE07-ELeadership and People ManagementConscious capitalism is a philosophy of doing business that incorporates the principles of higher purpose (beyond profit maximization), stakeholder interdependence, conscious leadership, and conscious culture. Companies that adhere to its principles have been shown to outperform the market by a ratio of 9 to 1. This article takes four variables inherent in this business philosophy – such as the consequences of fear versus trust in an organization...Starting at €8.20
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More Women in Senior Roles: If Only Companies Really Wanted It
Gerry Purcell; Shirley KnightArticle IVEY-9B11TF04-ELeadership and People ManagementPromoting women to executive positions and nominating them to sit on boards are goals that are still, for the most part, a long way from being realized. As these authors show, responsibility for stepping up to meet these goals starts at the top. This article provides five principles that can be applied to accelerate the promotion of women to executive positions and board rooms.Starting at €8.20
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Lying Up On the Job: Does Deceptive Impression Management Work
John CarlsonArticle IVEY-9B12TA01-ELeadership and People ManagementWhile lying in the workplace is prevalent, it simply doesn’t work, argues John Carlson. In fact, the greatest risk is in “turning a blind eye” and making dishonesty acceptable. As Carlson writes, the potential damage unleashed by an ethically permissive workplace may far exceed the lost labour of an employee taking a short nap under his desk. Three types of deceptive impression management (IM) agents are identified — the sycophant, the cover-up a...Starting at €8.20
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The Collaboration Imperative
Rick LashArticle IVEY-9B12TA10-ELeadership and People ManagementIn an increasingly complex and volatile business environment, companies need leaders who can collaborate, whether across national boundaries or teams. According to a recent survey of over 300 organizations by the Hay Group, organizations have become flatter and more “matrixed”; employees work on different project teams and report to different managers. Alongside benefits to innovation, information sharing, and complex problem solving, this also r...Starting at €8.20