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Ivey Business School (Canada)
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To a Better Understanding: The Leadership Odyssey Explored
Kanina BlanchardArticle IVEY-9B12TB01-ELeadership and People ManagementIntrospection and reflection have never been appreciated for their ability to steady a leader. However, practitioners and consultants have come to appreciate the importance of looking within. This article seeks to guide the reader to an understanding of reflection’s power, potential, and value as a key to maximizing their journey and being better prepared to thrive in an ever-complex world. Wisdom from the ancient Greeks is used here to inform th...Starting at €8.20
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Steve Jobs and the Art of Mental Model Innovation
Prasad KaipaArticle IVEY-9B12TC05-ELeadership and People ManagementMany people who attended a meeting with Steve Jobs said that being there was like going on a magical mystery tour. The brilliant Apple leader was indeed ingenious, with his ability to entrance, enthrall, and bring others around to his way of thinking. Jobs was also difficult to decipher and many employees and competitors wondered where his amazing ideas came from. This author, a former employee at Apple, says that Jobs’ magic and mystery was info...Starting at €8.20
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Managing for Mediocrity Assessing the Vitality of Canadian Corporations
Barry LinetskyArticle IVEY-9B12TC10-ELeadership and People ManagementNew research by the author indicates that Canadian executives perform well on strategic intent, but have difficulty converting intent into results. Through a better understanding of the gaps that exist in the foundational pillars important to achieving a high-performance culture, executives and managers can focus on closing these gaps to support strategic execution, improve employee morale and engagement, and drive marketplace success. This artic...Starting at €8.20
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Winning Workplace Cultures: An Imperative for Enabling Business Success
Joanne ReidArticle IVEY-9B13TE04-ELeadership and People ManagementInnovative, high-performing workplace cultures enable business success. This article uses interviews with executives, researchers and authors to identify obstacles, enablers and solutions for workplace culture. Key obstacles to healthy workplace culture include poor leadership, employees’ selfish ambitions, and years of ingrained culture. Enablers of winning culture include employees believing firm success to be related to their own success, as w...Starting at €8.20
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Linking Candour to Leadership Character with Gen. Rick Hillier
Mary M. Crossan; Alyson ByrneArticle IVEY-9B13TF01-ELeadership and People ManagementLack of candour stems from avoidance of difficult or uncomfortable situations. However, what begins as an attempt to avoid difficulty often turns into a series of bad decisions and bad consequences. Candour allows organizations to have better idea generation, faster problem solving through avoiding “beating around the bush,” and more efficient processes. The authors argue that candour requires character and that with character comes the judgment ...Starting at €8.20
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2014 Showed Character Is as Important as Talent
Gerard SeijtsArticle IVEY-9B15TA03-ELeadership and People ManagementCharacter has often been described as the difference-maker in sports, business and life. The importance of character in the workplace, especially leader character, has proved all too easy to forget in recent years. Events in 2014 involving Toronto Mayor Rob Ford, radio broadcaster Jian Ghomeshi and NFL running back Ray Rice helped demonstrate the important role that character plays in the success and failure of organizations. As this article stat...Starting at €8.20
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Engaging the Moment Makes Better Leaders
Mary M. Crossan; Corey CrossanArticle IVEY-9B15TA04-ELeadership and People ManagementAs Austrian neurologist and psychiatrist Victor Frankl noted, the space between stimulus and response creates an opportunity to engage the moment in a way that can be transformative. However, engaging the moment is difficult because attention on the task at hand can be drawn away by past experiences, as well as expectations for the future. The ability to engage the moment is developed over time and anchored in competence, character and commitment...Starting at €8.20
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Cracking the Glass Ceiling
Eva Marikova Leeds; Michael A. LeedsArticle IVEY-9B15TA08-ELeadership and People ManagementA vast literature seeks to explain the barrier to female advancement widely known as the “glass ceiling,” which is regarded as “an egregious denial of social justice” by the U.S. Department of Labor. But the two primary strands of this literature — one using experimental methods and the other using data gleaned from sports events — offer very different conclusions. Three key findings from the experimental literature are that women respond less po...Starting at €8.20
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Q&A with Mitch Krebs
Thomas WatsonArticle IVEY-9B15TB03-ELeadership and People ManagementThe CEO of Coeur Mining, the largest U.S.-based primary silver producer and a significant gold producer, saw a need for immediate change during week one on the job. Instead of wasting time changing culture, Mitch Krebs built a new one by moving the company to Chicago, a non-traditional mining city, and replacing most of the corporate office. The firm he had inherited was informal and decentralized, as well as overly focused on next-month and next-...Starting at €8.20
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Don't Always Mind the Talent Gap
Tony S. FrostArticle IVEY-9B15TF01-ELeadership and People ManagementIn identifying high-potential employees and leaders, the HR world tends to prefer “all-rounders,” meaning individuals who score well across a range of competencies deemed necessary to lead and grow businesses. As a result, many HR departments focus executive development plans on individuals with limited weaknesses — weaknesses that can be fairly easily “rounded off” or trained away. The logic behind this appears sound. But this reasoning can elim...Starting at €8.20