External Management Article Link

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Leadership Lessons from the Modern Military
Military methods hold unexpected how-tos for corporate CIOs.
Publication: CIO
Leading From The Middle: Issues and Answers On Leadership For Middle Managers.
We've all been there...you see a great opportunity, but you're a middle manager, not the division or corporate President, so you lack the direct authority and resources to implement your ideas and affect change. How do you lead the top people and your peers to successful change? Listen to Prof. Allan Cohen describe the keys to getting your ideas heard, gaining support and building your leadership role.
Publication: Babson Insight
Leading in Style
If you want to lead in style -- your style -- take a tip from a consultant. Experts on the panel called "Discovering Your Leadership Style and Exercising Influence" shared a few challenges they have faced as consultants, debated the differences gender has made in their careers, and extolled the value of mentors.
Publication: Harvard Business School: Working Knowledge
Leading in Turbulent Times
When IBM's Louis Gerstner took charge of the beleaguered computer giant 10 years ago, he said that "the last thing that IBM needed was a vision." Of course, the famously successful Mr. Gerstner was not only right, but prescient. In the last few years especially, the chief executive officer who focused on finding a vision - at the risk of managing the present - has foundered, much like the organization he was supposed to steer. The author examines how leaders must manage - in good times and in today's tough times. The challenges for leaders may never be more intimidating than they are these days, but the author's practical advice should help many managers steer the organizational ship in turbulent waters.
Publication: Ivey Business Journal
Leading with Your Funny Bone
A well-honed wit can sometimes be your best asset as a business leader. Regina Barreca, an author and English professor, explains how jokes can help you make your mark -- or not.
Publication: Harvard Business School: Working Knowledge
Machiavelli, Morals, and You
What do a butler and a prince know about leadership? A lot more than you would think, as MBA students in Harvard Business School's course The Moral Leader find out. Here is how they use great literature to become better leaders.
Publication: Harvard Business School: Working Knowledge
Mainstreaming Entrepreneurship; Leadership at Every Level
How do you foster entrepreneurship in your mainstream business? Prof. Allan Cohen writes about the fact that leaders are not just those at the top; they can and must be in all kinds of jobs throughout the organization.
Publication: Babson Insight
More Than a Motorcycle: The Leadership Journey at Harley-Davidson
Traditional command-and-control leadership saved the Harley-Davidson company from major troubles in the 1980s. But with the crisis past, the company set off on an even more difficult path: creating a new kind of organization that turned the whole idea of leadership around.
Publication: Harvard Business School: Working Knowledge
Narcissistic Leaders: The Incredible Pros, the Inevitable Cons
A growing need for visionary and charismatic leadership has brought to the fore executives of a personality type psychologists call "narcissistic." That is both good and bad news, says psychoanalyst, anthropologist, and consultant Michael Maccoby. In this excerpt from his article in the Harvard Business Review, he tells how productive narcissistic leaders can avoid the pitfalls and make the most of their personalities.
Publication: Harvard Business School: Working Knowledge
Onward and Inward
Jim Collins, best known for his best-seller Built to Last, reveals a surprising discovery about the leadership of companies that made the leap from good to great.
Publication: Across the Board
Overcoming Shyness to Become a Business Leader
Don't let timidity stop you from being an excellent leader. Get over your shyness and get your company on the path to success.
Publication: Entrepreneur.com
Paul O'Neill: Values into Action
Every company parrots the same phrase: "Our most important asset is our people." Real leaders know how to prove it, said U.S. Secretary of the Treasury Paul H. O'Neill, who spoke to students at Harvard Business School.
Publication: Harvard Business School: Working Knowledge
Psychology, Pathology, and the CEO
In difficult times, organizational pathologies can cause a death spiral. Here's how the CEO can win back the hearts and minds of staff, according to HBS professor Rosabeth Moss Kanter.
Publication: Harvard Business School: Working Knowledge
Right from the Start: Common Traps for the New Leader
Isolation. "Successor syndrome." Falling behind. Whether you are succeeding a much-admired boss or charged with implementing sweeping initiatives, a new leadership role is fraught with obstacles that can undermine your efforts to establish authority and build support. In this excerpt from their book Right from the Start: Taking Charge in a New Leadership Role, HBS Professor Michael D. Watkins and co-author Dan Ciampa warn against dangerous pitfalls in the first few months of a new position and offer strategies to balance the tensions and challenges inherent in any leadership transition.
Publication: Harvard Business School: Working Knowledge
Stuck in Gear: Why Managers Don't Act
Most top executives are smart and far sighted, so why can't they change gears fast enough to meet change? Professor Donald N. Sull provides answers in a new book.
Publication: Harvard Business School: Working Knowledge
The "Bottom Line" of Leaderful Practice
What makes a leader the most? This author argues that it is a compassionate approach, a “leaderful practice” that exhibits humility and seeks to serve others rather than power for its own sake. As a result, people learn to count on others because they have learned that each member, even the weakest, will be kept in mind when decisions are made.
Publication: Ivey Business Journal
The Half-Truths of Leadership
"Leaders have far less control over organizations than people believe, but they can be more effective if they understand leadership myths and use them to their institutions’ advantage. ... "
Publication: Stanford Business Magazine
The Irrational Quest for Charismatic CEOs
Companies reflexively look to charismatic CEOs to save them, and that's a bad idea, says HBS professor Rakesh Khurana. In this excerpt from his new book and in an e-mail interview with HBS Working Knowledge, he explains how the CEO cult arose.
Publication: Harvard Business School: Working Knowledge
The Leader Within
Truly effective leadership doesn't mean following a universal set of guidelines. Instead, it is grounded in a high degree of self-awareness and the ability to leverage those personal strengths that set each individual apart. But in today's demanding marketplace, no one can do the job alone. Leaders also need to surround themselves with teams that complement their talents.
Publication: Accenture Outlook Online
The Leadership Deficit
One of the biggest challenges facing nonprofits today is their dearth of strong leaders – a problem that’s only going to get worse as the sector expands and baby boom executives retire. Over the next decade nonprofits will need to find some 640,000 new executives, nearly two and a half times the number currently employed. To meet the growing demand for talent, the author offers creative ways of finding and recruiting new leaders from a wide range of groups, including business, the military, and the growing pool of retirees.
Publication: Stanford Social Innovation Review
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