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On Leadership: Leadership and Loyalty
Jeffrey GandzArticle IVEY-9B07TE11-ELeadership and People ManagementLeaders expect their followers to be loyal and to be able to depend on their loyalty. Good leaders understand that there is a difference between real loyalty and a related but different concept - fealty. Smart leaders understand that fealty is demanded whereas loyalty is earned. In this article, the author notes some things that leaders can do to earn loyalty.Starting at €8.20
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Richard Gagnon at Granston Energy Inc.
Jeffrey GandzCase IVEY-9B13M026-EStrategyA procurement officer has got himself into some difficulties by trying to do what he thinks was the right thing in being responsive and accommodating for an internal client. In doing so, he has violated a number of unwritten ethical expectations of his role. He is wondering what he could have done differently and, specifically, how to handle an upcoming conversation with his chief executive officer about his future with the company.Starting at €8.20
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Learning from Boardroom Perspectives on Leader Character
Gerard Seijts; Jeffrey Gandz; Alyson Byrne; Mary M. CrossanArticle IVEY-9B15TA06-ELeadership and People ManagementNine meetings involving 786 directors and would-be directors were held at the Institute of Corporate Directors with the objective of facilitating a discussion on leader character with people experienced in the practice of corporate governance as well as with individuals interested in becoming directors. Following the sessions, a survey of attendees was conducted. This article presents what the authors learned and offers six recommendations for im...Starting at €8.20
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Risk Leadership at TD Bank Group
Jeffrey GandzCase IVEY-9B12C001-ELeadership and People Management, StrategyTD Bank Group was one of the few large financial institutions in the world to have prospered during the financial meltdown and subsequent recession in 2008/9. It did this without any government assistance. Furthermore, it emerged from the crisis substantially larger in terms of market capitalization and assets while having the best performance of any of the Big-5 Canadian banks in terms of stock price and total shareholder return during the perio...Starting at €8.20
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VertiSoft Inc.: Raising the Bar
Jeffrey GandzCase IVEY-9B08C003-ELeadership and People Management, StrategyNew metrics have been introduced to a software technical support call center operation. These metrics have revealed a wide range of performance between employees both for time taken to answer customers' questions and the customer's perceived quality of service. The call center manager is wondering how to make use of these metrics. He is inclined to go public with them, whereas the head of human resources believes that this could be damaging to em...Starting at €8.20
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A New Executive Director
Jeffrey Gandz; Elaine TodresCase IVEY-9B10C006-ELeadership and People ManagementA newly promoted assistant deputy minister of business and trade must decide which of two candidates to recommend for her previous role as executive director, business and consumer regulation. One candidate is creative, innovative, client focused and an inspirational and charismatic leader with a history of ruffling some feathers with other departments within the government. The other candidate seems to lack drive and innovativeness but has earne...Starting at €8.20
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Dominion Defence Industries Inc.
Jeffrey GandzCase IVEY-9B13M017-EStrategyThe regional manager of Latin America for a Canadian defence contractor must decide whether or not to employ a South American agent to represent the company and negotiate an agreement to supply body armour to the procurement group of a Central American country's armed forces. The Canadian manager is concerned about whether or not the employment of this agent poses a reputational risk to his company, given the current Canadian legislation with res...Starting at €8.20
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John Meredith of Hutchison Port Holdings
Kathleen E. Slaughter; Jeffrey Gandz; Nigel GoodwinCase IVEY-9B07C027-ELeadership and People Management, StrategyThis case examines the life, career and leadership style of John Meredith, the group managing director of Hutchison Port Holdings (HPH). Meredith established the company in 1972 based on his vision for more efficient global trade. Under his leadership, the company grew to become the world's largest container port operator. The company grew from owning and managing a single container port to owning and managing 45 container ports by May 2007. This...Starting at €8.20
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Invictus: Introducing Leadership Competencies, Character and Commitment
Gerard Seijts; Jeffrey Gandz; Mary M. CrossanCase IVEY-9B14C016-ELeadership and People Management, StrategyBusiness schools have done an admirable job of teaching competencies, and many business organizations have defined the framework of competencies that are required to be successful in the institution. However, much less attention has been spent on leadership character and the importance of commitment to the leadership role. There is no consistent understanding among executives about what character means, despite a concurrence that it is important....Starting at €8.20
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Leadership and Risk Culture
Jeffrey Gandz; Gerard SeijtsArticle IVEY-9B13TB01-ELeadership and People ManagementThere is arguably no more important role for senior leaders than to prepare organizations for risk. Firms face different types of risk, including strategic, operational, market, liquidity, credit, and reputational. This article starts by exploring risk leadership at TD Bank Group and Maple Leaf Foods Inc. In 2002, TD Bank’s leadership lowered its risk tolerance following years of volatile and uneven performance. It avoided excessive risk (includi...Starting at €8.20