This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Ivey Business School (Canada)
-
Male-dominated Governance and #MeToo
Patricia LenkovArticle IVEY-9B19TA02-ELeadership and People ManagementGiven the preponderance of mostly-male boards, directors need to proactively seek to pre-empt #MeToo situations.Starting at €8.20
-
Teaching Your Company to Swarm
Richard KellyArticle IVEY-9B19TA03-ELeadership and People ManagementInspired by Mother Nature, a growing number of organizations are deploying swarm theory to improve agility, enhance collaboration and improve group decisions.Starting at €8.20
-
Strategic Marketers Should Sit at the Board Table
Louise AdamsArticle IVEY-9B19TA05-ELeadership and People ManagementSeismic changes in consumer attitudes are taking place in the market, and appointing directors who understand them can pay huge dividends.Starting at €8.20
-
Taking Disruption to the Bank
Gerard SeijtsArticle IVEY-9B18TF05-ELeadership and People ManagementFear of change doesn’t have to paralyze your organization. In this executive Q&A, Royal Bank CEO David McKay explains how to build a pivot culture.Starting at €8.20
-
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
-
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
-
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
-
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
-
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
-
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