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HBSP (USA)
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Are They Different? (HBR Classic) (Spanish version)
Zaleznik, AbrahamArticle HBS-R0401GLeadership and People ManagementThis article was originally published in May 1977 and was republished in March 1992 and January 2004 as an HBR Classic. This article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Managers and leaders are two very different types of people. Managers' goals arise out of necessities rather than desires; they excel at defusing...Starting at €8.20
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What Makes an Effective Executive (Spanish version)
Drucker, Peter F.Article HBS-R0406CLeadership and People ManagementListen first, speak last. Effectiveness is a discipline. And, like every discipline, it can be learned and must be earned.Starting at €8.20
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Diversity As Strategy (Spanish version)
Thomas, David A.Article HBS-R0409GLeadership and People Managementstrong support from company leaders, an employee base that is fully engaged with the initiative, management practices that are integrated and aligned with the effort, and a strong and well-articulated business case for action. All four elements have helped IBM make diversity a key corporate strategy tied to real growth.Starting at €8.20
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Do Your Commitments Match Your Convictions? (Spanish version)
Sull, Donald N.; Houlder, DominicArticle HBS-R0501HLeadership and People Management"I'm too busy to do anything about it now." Unfortunately, unless a personal or professional crisis strikes, very few of us step back, take stock of our day-to-day actions, and make a change. In this article, London Business School strategy professors Donald Sull and Dominic Houlder examine the reasons why a gap often exists between the things we value most and the ways we actually spend our time, money, and attention. They also suggest a practi...Starting at €8.20
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Managing Oneself (Spanish version)
Drucker, Peter F.Article HBS-R0501KLeadership and People ManagementWhat are my strengths? How do I perform? What are my values? Where do I belong? What should my contribution be? Don't try to change yourself, Drucker cautions. Instead, concentrate on improving the skills you have and accepting assignments that are tailored to your individual way of working. If you do that, you can transform yourself from an ordinary worker into an outstanding performer. Today's successful careers are not planned out in advance....Starting at €8.20
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Competent Jerks, Lovable Fools, and the Formation of Social Networks (Spanish version)
Casciaro, Tiziana; Lobo, Miguel SousaArticle HBS-R0506ELeadership and People Managementthe competent jerk, who knows a lot but is unpleasant; the lovable fool, who doesn't know much but is a delight; the lovable star, who's both smart and likeable; and the incompetent jerk, who...well, that's self-explanatory. Of course, everybody wants to work with the lovable star, and nobody wants to work with the incompetent jerk. More interesting is that people prefer the lovable fool over the competent jerk. That has big implications for eve...Starting at €8.20
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A Players or "A Positions"? The Strategic Logic of Workforce Management (Spanish version)
Huselid, Mark A.; Beatty, Richard W.; Becker, Brian E.Article HBS-R0512GLeadership and People ManagementThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Companies simply can't afford to have "A players" in all positions. Rather, businesses need to adopt a portfolio approach to workforce management, systematically identifying their strategically important A positions, supporting B positions and surplus C positions, ...Starting at €8.20
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Simple Rules for Making Alliances Work (Spanish version)
Hughes, Jonathan; Weiss, JeffArticle HBS-R0711HLeadership and People Managementfour to six weeks of meetings at which the partners explore potential challenges, examine key differences and develop shared protocols for managing them, and establish mechanisms for day-to-day decision making. Blue Cross and Blue Shield of Florida measures the quality of alliance progress through regular surveys of both its own staff and its partners'. These companies have learned that the conventional advice is not so much wrong as incomplete....Starting at €8.20
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Reaching Your Potential (Spanish version)
Kaplan, Robert StevenArticle HBS-R0807CLeadership and People Managementseeking frank feedback about your strengths and weaknesses from colleagues above and below you, and figuring out what you truly enjoy doing. That understanding-not other people's definition of success-should guide your career choices and goals. Next, it's critical to identify the three or four tasks central to your business and make sure you excel at them; otherwise, success is likely to elude you. Once you've chosen the right enterprise, you mu...Starting at €8.20
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A Powerful New Model (Spanish version)
Nohria, Nitin; Groysberg, Boris; Lee, Linda-ElingArticle HBS-R0807GLeadership and People ManagementMotivating employees begins with recognizing that to do their best work, people must be in an environment that meets their basic emotional drives to acquire, bond, comprehend, and defend. So say Nohria and Groysberg, of Harvard Business School, and Lee, of the Center for Research on Corporate Performance. Using the results of surveys they conducted with employees at a wide range of Fortune 500 and other companies, they developed a model for how t...Starting at €8.20