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David Neeleman, founder of JetBlue, is forced to confront a crisis in customer confidence following operational difficulties on February 14, 2007. This becomes a vital test of his leadership.

Martha Goldberg Aronson of Medtronic is trying to decide whether to accept the offer from Medtronic CEO Bill Hawkins to become senior vice president and chief talent officer. Aronson returned from an executive role in Europe just 18 months before as vice president, investor relations, but sees herself as a fine executive. Thus, she is undecided about taking a senior staff position.

Kevin Sharer, CEO of Amgen, is assessing the challenges he has faced as a major product came under regulatory scrutiny.

Philip McCrea is dealing with the aftermath of the move of his company and family from San Francisco to New Jersey (from the A case). Although the move goes well from a family perspective, his business runs into challenges when he merges it into a Canadian company and winds up with 30% ownership. McCrea eventually resigns and has to deal with his role in the failure of the company, and the transition to the next step in his career.

Lisa Sherman is a successful executive at Verizon who is struggling with the decision to reveal her sexual orientation. After attending a diversity training workshop in which participants expressed extremely negative views about people in her community, Sherman wonders whether the company is the right place for her, or if she should reveal her identity as lesbian and work within the system. Should she meet with the CEO to share her experience, or continue to conceal her sexual orientation while working at Verizon?

An abstract is not available for this product.

In October 2005 Andrea Jung is coping with a 30% decline in Avon's stock price--the biggest test of her leadership since she became CEO in 2000.

Supplements the (A) case.

The ongoing problems in business leadership over the past five years have underscored the need for a new kind of leader in the twenty-first century: the authentic leader. Author Bill George, a Harvard Business School professor and the former chairman and CEO of Medtronic, and his colleagues, conducted the largest leadership development study ever undertaken. They interviewed 125 business leaders from different racial, religious, national, and socioeconomic backgrounds to understand how leaders become and remain authentic. Their interviews showed that you do not have to be born with any particular characteristics or traits to lead. You also do not have to be at the top of your organization. Anyone can learn to be an authentic leader. The journey begins with leaders understanding their life stories. Authentic leaders frame their stories in ways that allow them to see themselves not as passive observers but as individuals who learn from their experiences. These leaders make time to examine their experiences and to reflect on them, and in doing so they grow as individuals and as leaders. Authentic leaders also work hard at developing self-awareness through persistent and often courageous self-exploration. Denial can be the greatest hurdle that leaders face in becoming self-aware, but authentic leaders ask for, and listen to, honest feedback. They also use formal and informal support networks to help them stay grounded and lead integrated lives. The authors argue that achieving business results over a sustained period of time is the ultimate mark of authentic leadership. It may be possible to drive short-term outcomes without being authentic, but authentic leadership is the only way to create long-term results.

Provides an overview of bankruptcy procedures in U.S. courts and a framework for evaluating the different sources of uncertainty and their implications for various stakeholders of the firm when attempting a reorganization with creditors or considering opening a court-supervised reorganization under Chapter 11 of the Bankruptcy Code. Recent data on filings is presented as well as a summary of the hierarchy of claims and outline of bankruptcy events. While the stigma associated with bankruptcy for executives and boards of directors has diminished, companies can use the threat of a voluntary bankruptcy as a bargaining tool to negotiate with creditors.

An abstract is not available for this product.

In 2006, Howard Schultz reflects on his leadership at Starbucks in light of its continued growth plans. Provides information on the leadership development of the protagonist, tracing his youth and education, his early business career, his acquisition of Starbucks, and its subsequent massive growth. Raises questions about leadership styles, the role of a self-authored life story in leadership, and the qualities that attract, retain, and deploy complementary management talent.

In 1995, Wendy Kopp, founder and president of Teach for America, faces a worsening budget shortfall and sharpening challenges from education experts concerning her organization's mission and effectiveness. Provides information on the leadership development of the protagonist, tracing her youth and education and the process of launching Teach for America. Raises questions about social entrepreneurship, organizational and leadership development, and sustainability of leadership.

In 2005, John C. Whitehead, chairman of the Lower Manhattan Development Corp. (LMDC), confronts the collapse of a delicate agreement among business, government, and public interests in rebuilding on the World Trade Center site. Provides information on the leadership development of the protagonist, tracing his youth and education, his military service, his leadership at Goldman Sachs and the State Department, his long involvement in philanthropy and nonprofit enterprises, and his chairmanship of the LMDC. Raises questions about leadership legacies and the application of different leadership tools across a range of tasks and environments.

In 2005, Marilyn Carlson Nelson, CEO and chairman of the Carlson Companies, must decide whether to outsource jobs at the risk of destroying the culture centered on the values of integrity, trustworthiness, and caring that she had painstakingly created since becoming CEO of the family-owned company. Profiles the leadership development of the protagonist, tracing her career in business and civic associations, her youth and education, her leadership education, and her values and aspirations. Provides information on the business and history of Carlson Companies, including its company culture and management. Raises questions about the consequences of leadership decisions and the durability of company cultures.

In 2005, Tad Piper reflects on the successful spin-off from US Bancorp of Piper Jaffray, the investment bank founded by his grandfather. Profiles the development of Piper Jaffray from a Midwestern brokerage house to a national, diversified financial services firm. In 1994, a crisis in its mutual fund unit nearly destroyed the firm. Provides information about the protagonist's youth, career, family life, aspirations, and motivations. Raises questions about leadership in times of crisis, openness with stakeholders, and the value of showing vulnerability as an authentic leader.

In 2005, Kevin Sharer reflects on the challenges of sustaining the growth and success that have brought Amgen to the position of third-largest U.S. pharmaceuticals company by market capitalization and the challenge of maintaining the higher P/E ratio it traditionally held. Profiles the leadership and development of Sharer, tracing his career from the U.S. Navy through McKinsey and Co., GE, and MCI to his entrance at Amgen as president and COO. Provides information on the history and business of Amgen and its science-based discovery model. Provides information about the protagonist's career, management style, learning style, aspirations, and motivations. Raises questions about leadership in sustaining discovery-driven growth and leadership succession.

In 2005, Martha Goldberg Aronson must decide whether to accept an overseas posting in a functional role with Medtronic Corp. The move would be a professional stretch, but would entail leaving a position with a plan half completed and moving her young family overseas. Profiles the youth, career, family life, aspirations, and motivations of the rising executive. Provides information about the practical, personal, and business challenges of an international assignment. Raises questions regarding work-life balance and the opportunities of the proposed stretch assignment in balance with the desire to see an existing process through to completion.

In the spring of 2005, an exhausted Philip McCrea, president and CEO of software development company VitesseLearning, reflects on the demands of his successful start-up and his desire to be closer to his growing family. Profiles the youth, career, family life, aspirations, and motivations of the founder and CEO. Provides information about the business' comparative advantages and strategic opportunities. Raises questions regarding work-life balance and the entrepreneurial satisfaction of running a successful service industry, IT-based start-up.

As the Montgomery Bus Boycott starts, the young Martin Luther King Jr. faces challenges to his leadership goals, strategic vision, and personal and family safety. Makes extensive use of King's own words and writings and builds a portrait of a young, talented, and ambitious leader about to embark on a risky and new endeavor. Traces the development of King's professional goals, his theological and political education, his young family, and his nascent professional career. Raises questions about the role of fear and uncertainty, support networks, deeply held beliefs, and professional goals in leadership decision making.