Leadership & Management: Leadership Style

24 Results

 

Family CEOs Spend Less Time at Work

CEOs who are related to the owners of family-owned firms work significantly fewer hours than nonfamily CEOs, according to a new study by Raffaella Sadun and colleagues. This is in light of the fact that longer working hours are associated with higher productivity, growth, and profitability. Open for comment; 15 Comments posted.

Pulpit Bullies: Why Dominating Leaders Kill Teams

Power interrupts, and absolute power interrupts absolutely. Francesca Gino and colleagues discover that a high-powered boss can lead a team into poor performance. Closed for comment; 24 Comments posted.

Do We Need to Extend ‘No Surprises Management?’

Summing Up: Jim Heskett's readers agree that 'no surprises management' should be practiced by bosses as well their direct reports. Closed for comment; 27 Comments posted.

Why Isn’t ‘Servant Leadership’ More Prevalent?

Summing Up: After plowing through an unusually full inbox of reader e-mails, Jim Heskett wonders whether the term "servant leadership" is an oxymoron? Closed for comment; 137 Comments posted.

Will Women Leaders Influence the Way We Work?

Summing Up: Readers are split on Jim Heskett's question about whether men and women manage differently. Closed for comment; 28 Comments posted.

HBS Cases: Sir Alex Ferguson--Managing Manchester United

For almost three decades, Sir Alex Ferguson has developed the Manchester United soccer club into one of the most recognized sports brands in the world. Professor Anita Elberse discusses the keys to Sir Alex's long-time success. Closed for comment; 23 Comments posted.

The Power of Conversational Leadership

Communication is always a challenge, especially in multinational corporations. Boris Groysberg and Michael Slind discuss why it makes sense to adopt the principles of face-to-face conversation in organizational communication. Closed for comment; 24 Comments posted.

Cheese Moving: Effecting Change Rather Than Accepting It

In his new business fable, I Moved Your Cheese, Professor Deepak Malhotra challenges the idea that change is simply something we must anticipate, tolerate, and accept. Instead, the book teaches readers that success often lies in first questioning changes in the workplace and, if necessary, in effecting new changes ourselves. Q&A plus book excerpt. Open for comment; 12 Comments posted.

Looking in the Mirror: Questions Every Leader Must Ask

"Show me a company or nonprofit or government in trouble, and I will almost invariably show you a set of leaders who are asking absolutely the wrong questions," says professor Robert Steven Kaplan. He discusses his new book, What to Ask the Person in the Mirror. Plus: book excerpt. Closed for comment; 19 Comments posted.

Are You a Level-Six Leader?

Asking the question, whom do you serve? is a powerful vector on which to build a useful typology of leadership. Visiting professor Modesto Maidique offers a six-level Purpose-Driven Model of Leadership ranging from Sociopath to Transcendent. Closed for comment; 78 Comments posted.

What CEOs Do, and How They Can Do it Better

A CEO's schedule is especially important to a firm's financial success, which raises a few questions: What do they do all day? Can they be more efficient time managers? HBS professor Raffaella Sadun and colleagues set out to find some answers. Open for comment; 67 Comments posted.

Being the Boss

Striking the right balance between good management and good leadership is a daunting but necessary challenge for anyone endeavoring to be a good boss. In Being the Boss: The 3 Imperatives for Becoming a Great Leader, Harvard Business School professor Linda A. Hill and former executive Kent Lineback discuss the steps to take and the roadblocks to avoid in order to meet that challenge. Q&A with Hill, plus book excerpt. Open for comment; 14 Comments posted.

The Learning Effects of Monitoring

It's a challenge that all good managers face: How do you strike the right balance between encouraging autonomy among your employees and mitigating the risk that they'll make bad decisions? Using both field and quantitative data from the MGM-Mirage Group, this paper discusses how management controls affect the learning rates of lower-level employees. Research, focusing on hotel casino hosts, was conducted by Dennis Campbell and Francisco de Asís Martinez-Jerez of Harvard Business School and Marc Epstein of Rice University. Read More

Introverts: The Best Leaders for Proactive Employees

Think effective leadership requires gregariousness and charisma? Think again. Introverts actually can be better leaders than extraverts, especially when their employees are naturally proactive, according to Harvard Business School professor Francesca Gino. Open for comment; 95 Comments posted.

Mindful Leadership: When East Meets West

Harvard Business School professor William George is fusing Western understanding about leadership with Eastern wisdom about the mind to develop leaders who are self-aware and self-compassionate. An interview about his recent Mindful Leadership conference taught with a Buddhist meditation master. Closed for comment; 33 Comments posted.

Come Fly with Me: A History of Airline Leadership

A new book looks at the history of the U.S. aviation industry through the eyes of its entrepreneurs, managers, and leaders—men like Pan Am's Juan Trippe and Southwest Airlines' Herb Kelleher—each emerging at different stages of the industry's evolution from start-up to rebirth. Who comes next? An interview with coauthor Anthony J. Mayo. Read More

Can the “Masks of Command” Coexist with Authentic Leadership?

Summing up. "Instructors seek case studies that provoke discussion on both sides of an issue and raise many questions. We seem to have found such an issue this month," says Professor Jim Heskett, reviewing nearly 80 insightful comments. (Online forum now closed; next forum begins November 4.) Closed for comment; 79 Comments posted.

Uncompromising Leadership in Tough Times

As companies batten down the hatches, we need leaders who do not compromise on standards and values that are essential in flush times. Fortunately, such leaders do exist. Their insights can help other organizations weather the current crisis, says HBS professor Michael Beer. Q&A. Read More

The Authentic Leader

Podcast: The best leaders are not the "follow me over the hill" type, says Professor Bill George. Rather, they're the people who lead from the heart as well as the head, and whose leadership style springs from their fundamental character and values. George discusses his new book True North, co-written with Peter Sims. Read More

On Managing with Bobby Knight and “Coach K”

Bobby Knight and Mike Krzyzewski are arguably the two most successful college basketball coaches in the country. But their leadership styles could not be more different. Professor Scott Snook wonders: Is it better to be loved or feared? Read More

How Important Is “Executive Intelligence” for Leaders?

Leadership talent is enjoying a perceived "seller's market," says Jim Heskett. As we select and train future leaders for all levels of our organizations, how much effort do we really spend assessing executive intelligence as opposed to personality and style? What do YOU think? Closed for comment; 97 Comments posted.

Asian and American Leadership Styles: How Are They Unique?

Business leadership is at the core of Asian economic development, says HBS professor D. Quinn Mills. As he explained recently in Kuala Lumpur, the American and Asian leadership styles, while very different, also share important similarities. Read More

What Great American Leaders Teach Us

A new database on great American leaders offers surprising insights on the nature of leadership. A Q&A with Tony Mayo, executive director of the Harvard Business School Leadership Initiative. Read More

Negotiating Challenges for Women Leaders

When negotiating compensation, women often sell themselves short. Some practical advice on claiming the power to lead in this interview with HBS professor Kathleen L. McGinn and Harvard's Hannah Riley Bowles. Read More