Research on power in organizations often treats power as unidirectional—how subordinates deal with superiors or how superiors deal with subordinates. Two researchers challenge this static, unidirectional perspective with a new theory of power framework built on the concept of a continuum of a sense of power. In their interactions with others, individuals are not always […]
Read More… from The Unique Psychology of Being a Middle Manager
The departure of a CEO inevitably leads to disruption and uncertainty — from a nervous workforce unsure of what the future will look like to the markets monitoring carefully the performance of a new leader in a new situation. Often, other top managers may decide that a leadership change is a good time to leave […]
Read More… from Succession Planning Reduces Turmoil and Economic Impact of Departing CEO
Implementing change is never easy, but for a newly hired executive working with new people in a new culture, the challenge is even greater. Understanding the current culture of the company is an important first step. What are the norms, values and beliefs of the company? Who are its informal leaders? Dissecting the company’s organizational […]
Read More… from Ten Steps for New Executives: Understand the Culture before Implementing Change
Shanghai Zhenhua Heavy Industries (ZPMC), a company that specialized in the large-scale cranes used to load containers onto ships, burst on the heavy machinery landscape in 1992. At that time, the global market for large-scale container cranes was growing fast as ports were having to handle more and more super-sized container vessels. The industry was […]
Read More… from A Lesson from China: Growth Is Not Eternal So Be Prepared
No one would deny the importance of strong, capable leaders at the helm of a company. Successfully managing the transition from a departing leader to a new CEO or C-suite executive ready to step into the position is thus one of the most important functions of a board of directors. But the responsibility of such […]
Read More… from Seven Key Steps to Effective Succession Planning
Generalist CEOs are CEOs who have worked in different organizational areas, for a number of different firms, in different industries, or even in a conglomerate firm. Former IBM CEO and Chairman Louis Gerstner is a typical example. Before joining IBM, he had been a consultant at McKinsey & Company, had held senior positions at American […]
Read More… from Generalist CEOs Not Specialists Spur Innovation
Derailment is the term assigned to the phenomenon of once-successful managers whose careers have ‘gone off the track.’ They are no longer effective in their functions or as leaders. They are no longer promotable. They are no longer contributing to the organization, despite years of experience and accumulated knowledge. What happened? Through a number of […]
