When do narcissistic tendencies help to deliver strong success, and when do these characteristics endanger companies? This study explores this question and examines what companies can do to maximize the benefits and mitigate the risks associated with a narcissistic CEO.
The global COVID-19 pandemic has created the greatest financial crisis since the Great Depression. Despite the challenges of today’s unprecedented times, there are, nonetheless, strategic principles that merit thoughtful consideration in solving today’s unprecedented problems.
Readers are promised four proven techniques to create enduring value when implementing change. When applied, leaders can make a difference in more productive change efforts.
In this article, the author clarifies the differences between those problems that can be solved—Tame Problems—and those that cannot—Wicked ones—and spells out the both the implications of these, and what can be done to deal with them.
While sexual harassment makes larger headlines, workplace bullying can be just as detrimental to employees and the company for which they work.
Both transformational and transformative leadership address the moral obligation of leaders to be totally committed to followers’ best interests—a commitment which is the very essence of genuine love.
Entrepreneurs are valuable assets to society. The competitive climate in which they operate is inherently challenging, and they must continually seek new and unique methods to help them successfully compete.
Level of effort is not a good indicator of results, and it is nearly impossible, in any case, to estimate level of effort.
Being a “Best for the World Leader,” it is implied that the world, and the people in it, are better off because of our offer or delivery.
To create lasting strategic advantages, leaders need to consider how organizational identity, a more intangible and less mobile feature of the firm, may be used to create a sustainable competitive advantage.
Critics point to significant limitations including the magnification of our cognitive biases in the algorithms that run our smart machines.
The once highly successful airline industry’s challenges and problems typify the difficulties being faced by many other industries as well.
Often, a company’s competitive advantage depends on how intelligent the firm is at observing and interpreting the dynamic world context in which it operates.
Living in a complex world and moving into the smart machine age, the need for good leadership is even greater; spiritual leadership provides a compass to navigate through difficult decisions.
Research and teaching in the field will help future managers and organization leaders cope with the stress and anxiety and sometimes rancor that organizations may be experiencing.