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What Is This Thing Called Leadership
Hackman, J. RichardBook Chapter HBS-6124BC-ELeadership and People ManagementIn the wake of the global economic crisis, society is demanding that the topic of leadership be given urgent attention because leadership strongly influences organizational behavior-not just financial performance. In this chapter, J. Richard Hackman, an expert on organizational psychology, argues that the role of leaders is best understood not in terms of their direct impact on organizational outcomes but through their indirect influence, which s...Starting at €8.20
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Classical Sociological Approaches to the Study of Leadership
Guillen, Mauro F.Book Chapter HBS-6133BC-ELeadership and People ManagementLeadership in organizations, political parties, and nation-states has been the subject of much sociological work since the very inception of the discipline, yet sociologists still disagree on the relationship between leaders and followers, whether leadership is about meaning or domination, and about the performance implications of different leadership styles. This chapter describes the theoretical assumptions and arguments of the four main school...Starting at €8.20
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Power and Leadership
Nye, Joseph S., Jr.Book Chapter HBS-6142BC-ELeadership and People ManagementIn this chapter, Joseph S. Nye, Jr., former dean of Harvard's Kennedy School, considers from a political science perspective the relationship between power and leadership, which he sees as inextricably intertwined. He characterizes power as having both a hard form (coercive) and a soft form (attractive), with each being exercised to some degree by nearly every leader. An effective leader will combine both forms, resulting in what Nye terms "smart...Starting at €8.20
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A Contingency Theory of Leadership
Lorsch, Jay W.Book Chapter HBS-6145BC-ELeadership and People ManagementThe idea of a contingency theory of leadership is not new. In the 1960s several scholars, most notably Frederick Fiedler, argued that effective leadership style depended on situational contingencies, such as the nature of the task-specifically, how certain or uncertain it was. But agreement ended there, as researchers and scholars failed to reach a consensus on what leaders' primary tasks were or on which contingency factors influenced them most....Starting at €8.20
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Unlocking the Slices of Genius in Your Organization: Leading for Innovation
Hill, Linda A.; Travaglini, Maurizio; Brandeau, Greg; Stecker, EmilyBook Chapter HBS-6161BC-ELeadership and People ManagementTo be fit for the future, organizations must be able to innovate boldly and speedily-beyond even their own customers' imaginations. But until we reframe our understanding of what innovation and leadership are all about, innovation will remain an elusive goal in many companies. The authors of this chapter provide insights on leaders of teams or organizations that have produced breakthrough innovations more than once, as well as on leaders who have...Starting at €8.20
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Pursuing Authentic Leadership Development
Avolio, Bruce J.Book Chapter HBS-6169BC-ELeadership and People ManagementThis chapter raises a critical question in the science and practice of leadership: As our population rapidly expands, how can we speed the development of the kind of leadership we will need to promote a sustainable world? Especially in the wake of the global economic crisis (and the accompanying fall from grace of high-ranking leaders in both business and government), the need for "authentic" leaders-those who are both morally unimpeachable and i...Starting at €8.20
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Use Teams and Other Routes to Silo Linking: CMO Strategies for Facilitating Silo Cooperation
Aaker, DavidBook Chapter HBS-6282BC-EMarketingA major challenge of creating business strategy is to develop organizational structures that will help overcome the parochialism and power of silo groups. Organizational structures and processes need to be developed that will create silo linking, whereby people can enhance cross-silo information flow and develop and implement programs across silos. This chapter discusses a variety of devices available for firms to forward silo linking, including ...Starting at €8.20
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Adapt the Master Brand to Silo Markets: Developing a Master Brand Strategy
Aaker, DavidBook Chapter HBS-6284BC-EMarketingStandardizing the brand and supporting marketing programs across all silos of an organization facilitates consistency in look, feel, and message. In addition, the chances of creating synergistic marketing programs will be enhanced, and the organization will be more likely to rally around the brand promise. However, there are situations in which a standardized brand is not optimal or even feasible because it cannot deliver a winning position in a ...Starting at €8.20
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Find the Right Role and Scope: The CMO's New Job Description
Aaker, DavidBook Chapter HBS-6301BC-EMarketingIn order to meet the challenge of reducing barriers to silo cooperation, the CMO must take on a new role in the organization. However, there are a variety of roles to choose from, from that of a facilitator to others that are more ambitious. The selection of the right role, which will vary over activities and over time, can be critical to CMO success or even survival. The determination of the country, product, and functional scope of the CMO team...Starting at €8.20
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Acting Unilaterally: Bringing Balance to Difficult Conversations
Weeks, HollyBook Chapter HBS-6412BC-EMost people think that trust and mutual respect are the two necessary ingredients for good results in difficult conversations. Unfortunately, in hard or even toxic talks, one side often does not bring trust or respect to the conversation. If we put our attention on working toward balance, and bringing self-respect and respect for our counterpart to the conversation, we can unilaterally alter the track of the conversation and increase neutrality. ...Starting at €8.20