Warren Bennis, Daniel Goleman, James O'Toole. "Transparent Leaders," Leadership Excellence, July 2008, 25(7):19
Abstract: The author discusses the importance of transparency in leadership. He says that trust and transparency are connected and that without the latter in leadership, people would not be able to believe in their leaders. He also mentions the roles of web sites and blogs on disclosing information from an organization and that such technologies, showing a means for transparency, are changing how organizations work.
Warren Bennis, John Kotter, Michael Useem, Michael Feiner, et al. "Everything You Always Wanted to Know About Courage but Were Afraid to Ask," Fast Company, Sep 2004: 97-102
Abstract: The following people discuss "courage" and leadership: 1. Warren Bennis, distinguished professor of business, USC, 2. Michael Feiner, professor, Columbia Business School, 3. John Kotter, professor, Harvard Business School, 4. Marian Krauskopf, codiredor, Research Center for Leadership in Action, NYU's Wagner Graduate School of Public Service, 5. Jeffrey Sonnenfeld, associate dean and professor, Yale School of Management, 6. Noel Tichy, director, Global Leadership Program, University of Michigan Business School, and 7. Michael Useem, Director, Center for Leadership and Change Management, Wharton School, University of Pennsylvania.
Clearing the Leadership Hurdles: an Evaluation of Quiet Leaders, Tipping Poing Leaders, and Corporate Governance," Strategic Direction, 2004, 20(1):18-20
"Tipping point leaders must make unforgettable and unarguable calls for change, concentrate resources on important matters, mobilize the commitment of the organization's key players and silence the critics."
Daniel Goleman, Richard Boyatzis. "Social Intelligence and the Biology of Leadership," Harvard Business Review, Sep 2008, 86(9):74-81
Abstract: A decade ago in these pages, Goleman published his highly influential article on emotional intelligence and leadership. Now he, a cochair of the Consortium for Research on Emotional Intelligence in Organizations, and Boyatzis, a professor at Case Western, extend Goleman's original concept using emerging research about what happens in the brain when people interact. Social intelligence, they say, is a set of interpersonal competencies, built on specific neural circuits, that inspire people to be effective. The authors describe how the brain's mirror neurons enable a person to reproduce the emotions she detects in others and, thereby, have an instant sense of shared experience. Organizational studies document this phenomenon in contexts ranging from face-to-face performance reviews to the daily personal interactions that help a leader retain prized talent. Other social neurons include spindle cells, which allow leaders to quickly choose the best way to respond to someone, and oscillators, which synchronize people's physical movements...
Lynda Gratton and Tamara J. Erickson. "8 Ways to Build Collaborative Teams," Harvard Business Review, Nov. 2007, 85(11):100-109
Abstract: Gratton, a London Business School professor, and Erickson, president of the Concours Institute, studied 55 large teams and identified those with strong collaboration despite their complexity. Examining the team dynamics and environment at firms ranging from Royal Bank of Scotland to Nokia to Marriott, the authors isolated eight success factors: (1) "Signature" relationship practices that build bonds among the staff, in memorable ways that are particularly suited to a company's business. (2) Role models of collaboration among executives, which help cooperation trickle down to the staff. (3) The establishment of a "gift culture," in which managers support employees by mentoring them daily, instead of a transactional "tit-for-tat culture." (4) Training in relationship skills, such as communication and conflict resolution. (5) A sense of community, which corporate HR can foster by sponsoring group activities. (6) Ambidextrous leadership, or leaders who are both task-oriented and relationship-oriented. (7) Good use of heritage relationships, by populating teams with members who know and trust one another. (8) Role clarity and task ambiguity, achieved by defining individual roles sharply but giving teams latitude on approach. As teams have grown from a standard of 20 members to comprise 100 or more, team practices that once worked well no longer apply. The new complexity of teams requires companies to increase their capacity for collaboration, by making long-term investments that build relationships and trust, and smart near-term decisions about how teams are formed and run.
Ronald A Heifetz, Donald L Laurie, "The Leader as Teacher,"
Ivey Business Journal Online, Jan/Feb 2003, 67(3): 1
"We no longer live in a world where we can expect authorities to know the answers. While businesses today face challenges that can be met by applying technical expertise, they also face challenges that require many people in the organization to learn new habits, attitudes and values. These are adaptive challenges, problems for which there are no ready-made solutions, and problems that themselves challenge leaders to learn and develop untraditional, but decidedly dynamic approaches to improving their organization's performance."
Ronald A. Heifetz, Donald L. Laurie. "Learning to Lead: Real Leaders Say, 'I Don't Have the Answer.'" Ivey Business Journal, Jan/Feb 2003, 67(3):1-9
Abstract: Describes several principles that leaders can use to mobilize people to do adaptive work. Demands of effective leadership; Reinvention of the firm KPMG Netherlands; Details of how chief executive officer Jan Carlzon coordinated the adaptive process at Scandinavian Airways.
Rosabeth Moss Kanter., "Winning Streaks," Leadership Excellence, Dec 2008, 25(12):18-19
Abstract: Confidence is the pivotal driver behind high performance, successful relationships, and teams that consistently win. The author's investigation of success and failure in companies, nonprofit institutions, athletic teams, and political races discerns three critical behaviors in people who work in cultures of confidence at high-performing organizations: 1. They are accountable. 2. They collaborate. 3. They take initiative. And yet many performance evaluations tend to be based on personality and chemistry rather than on achievements. That's a problem in terms of building confidence, because it makes too many things dependent on favoritism -- who happens to be liked by whom. Leaders build confidence and advance to victory. They see the potential and get other people to see the potential while they are making tough moves. Consistently successful leaders treat losses as temporary events rather than descents into downward spirals.
Douglas A Ready, Jay A. Conger. "Enabling Bold Visions," MIT Sloan Management Review, Winter 2008, 49(2):70-76
"In this article, we’ll first explain several common reasons behind the derailment of bold visions. We will then offer a framework that executives can use to ensure that their visions become more than just pipe dreams. Examples of companies that have successfully followed this path will both illustrate the challenges and provide guidance to those who want to actively address them."
Judith A. Ross. "Make Your Good Team Great," Harvard Management Update, Dec. 2008, 13(12):1-5
Abstract: The article offers strategies for managers to help improve the efficiency of ones workforce despite some anxieties brought about by the global economic depression. High-functioning teams are what make high-performing companies click. More specifically, building their team's emotional intelligence (EQ) off to a solid start include making time for team members to appreciate each other's skills, surface and manage emotional issues that can help or hinder the team's progress and celebrate success.
Scott W Spreier, Mary H Fontaine, Ruth L Malloy, "Leadership Run Amok," Harvard Business Review, Jun 2006, 84(6):72
Abstract: The desire to achieve is a major source of strength in business, and it is on the rise. The authors' consulting firm has seen a steady increase in the extent to which achievement motivates managers. There's a dark side to the trend, however. By relentlessly focusing on tasks and goals, an executive or company can damage performance. Overachievers tend to command and coerce, stifling subordinates. Psychologist David McClelland identified three drivers of behavior: achievement, meeting a standard of excellence; affiliation, maintaining close relationships; and power, having an impact on others. He said the power motive comes in two forms: personalized, in which the leader draws strength from controlling people, and socialized, where the leader derives strength from empowering people. Studies show that great charismatic leaders are highly motivated by socialized power. To look at how motives and leadership style affect a group's work climate and performance, the authors studied 21 senior managers at IBM. The leaders who created high-performing and energizing climates got more lasting results by using a broad range of styles, choosing different ones for different circumstances. Rather than order people around, they provided vision, sought buy-in and commitment, and coached...
Noel Tichy, Warren Bennis. "Wise Leaders," Leadership Excellence, Jan. 2008, 25(1):3-4
Abstract: The article focuses on the concepts of character and courage, two qualities that are essential to exercising good judgment. Character is defined as the possession of values and parameters that will guide one's behavior. Courage is what it takes to go beyond knowing what is right and what is wrong, it is what it takes to do things that must be done. According to the article, good judgment requires having standards for living and acting on those.
For more articles, search eJournals ![[icon - Stanford]](/jacksonlibrary/images/icon-su13.gif "Accessible only from Stanford network")
Or, search journal article databases:
|
![[photo - Daphne Chang]](/jacksonlibrary/images/staff/daphne_70_92.jpg "your librarian: Daphne Chang")
![[photo - Nora Richardson]](/jacksonlibrary/images/staff/nora_70_92.jpg "your librarian: Nora Richardson")
![[icon - Special Password]](/jacksonlibrary/images/icon-lock13.gif "Requires special password")
![[icon - video]](/images/icon-video.gif){kind=icon}
![[icon - GSB Network]](/jacksonlibrary/images/icon-gsb12.gif "Only available via GSB Network"){kind=icon}
GSB Network