學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
The Leadership Odyssey
內容大綱
A paradox of business is that while leaders often employ a hands-on, directive style to rise to the top, once they arrive, they're supposed to empower and enable their teams. Suddenly, they're expected to demonstrate "people skills." And many find it challenging to adapt to that reality. To understand how leaders can successfully make this shift, the authors studied 75 CEO successions, involving 235 candidates. They discovered that the transformation is not a single event but unfolds over time and takes many twists and turns. It's a long journey with three stages: the departure, during which leaders recognize the need to change and leave behind their old ways of working; the voyage, during which they encounter obstacles and trials that teach them important lessons; and the return, when they arrive at a new understanding of what kind of leader they need to be. Completing this odyssey requires humility, self-awareness, and resilience. Several key practices will help executives along the way: understanding the extent of the change required, creating new contexts for learning, enlisting the help of advisers, learning from setbacks, and tapping the power of small wins.