Leadership Style →
- 06 Jul 2011
- Research & Ideas
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. Key concepts include: The most telling question to ask a leader is, whom do you serve? Yourself? Your group? Society? The answer to this question often reveals more about leaders than knowing their personality traits, level of achievement, or whether they were "transformational" or "transactional" leaders. The six levels of leadership are Sociopath, Opportunist, Chameleon, Achiever, Builder, and Transcendent. Closed for comment; 0 Comments.
- 02 May 2011
- Research & Ideas
Casino Payoff: Hands-Off Management Works Best
Micromanagers beware: Research of casino hosts by Harvard Business School's Dennis Campbell and Francisco de Asís Martinez-Jerez and Rice's Marc Epstein makes the case that hands-off management can work to improve employee learning and decision making. Closed for comment; 0 Comments.
- 22 Feb 2010
- Research & Ideas
Manager Visibility No Guarantee of Fixing Problems
Managers who merely put in time "walking the floor" are not doing enough when it comes to problem solving; in fact, it can make employees feel worse about their situation, says HBS professor Anita Tucker. Key concepts include: Communicating with frontline workers can backfire if managers make only a token effort to resolve issues. Identifying more problems is not necessarily better if the organization then ignores the majority of the concerns. Solving issues as they arise with intense and substantive actions is more productive in creating a climate where it is clear that the manager is concerned. Closed for comment; 0 Comments.
- 13 Oct 2009
- Research & Ideas
7 Lessons for Navigating the Storm
Leading in crisis requires a combination of skills and behaviors—personal and professional—that can be mastered, says HBS professor Bill George. Open for comment; 0 Comments.
- 01 Oct 2009
- What Do You Think?
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; 0 Comments.
- 10 Aug 2009
- Research & Ideas
High Commitment, High Performance Management
High commitment, high performance organizations such as Southwest Airlines, Johnson & Johnson, McKinsey, and Toyota effectively manage three paradoxical goals, says HBS professor Michael Beer. His new book explains what all companies can learn. Q&A Key concepts include: High commitment, high performance (HCHP) firms carry out performance alignment, psychological alignment, and the capacity for learning and change. HCHP transformations are a unit-by-unit process. HCHP firms allow employees to speak to power in honest, collective, and public conversations. Leaders must make conscious, principled choices. Leaders develop an institution that cares about people while understanding the importance of profits. Closed for comment; 0 Comments.
- 01 Oct 2008
- Research & Ideas
How Much Time Should CEOs Devote to Customers?
Every corporate mission statement pays lip service to respecting customer needs, but actual customer expertise is typically a mile wide and an inch deep, says Harvard Business School professor John Quelch. Here's why every CEO should spend at least 10 percent of his or her time thinking about, talking to, and steering the organization to the customer. Closed for comment; 0 Comments.
- 20 Sep 2006
- Research & Ideas
The Power of Ordinary Practices
Seemingly mundane things that managers do can have great impact on their workers, says Professor Teresa Amabile. In this conversation with Professor Mike Roberts, she updates her ongoing research on creativity in the workplace by investigating how people's intense inner work lives affect their productivity—and how managers can encourage production. Closed for comment; 0 Comments.
- 14 Aug 2006
- HBS Case
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? Closed for comment; 0 Comments.
- 13 May 2002
- Book
Bringing the Master Passions to Work
Ambition, envy, self-deception. These "master passions" are everywhere, say Nitin Nohria and Mihnea C. Moldoveanu, co-authors of Master Passions: Emotion, Narrative, and the Development of Culture. In this excerpt, they describe what master passions mean for you. Open for comment; 0 Comments.
The Steve Jobs Legacy
Harvard Business School faculty offer their perspectives on the legendary career of Steve Jobs, who remade several industries even as he changed how we use technology. Closed for comment; 0 Comments.