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Seven Transformations of Leadership (Spanish version)
Rooke, David; Torbert, William R.Article HBS-R0504DLeadership and People ManagementOpportunists, Diplomats, Experts, Achievers, Individualists, Strategists, and Alchemists--the first three associated with below-average performance, the latter four with medium to high performance. These leadership styles are not fixed, the authors say, and executives who are willing to work at developing themselves and becoming more self-aware can almost certainly move toward one of the more effective action logics. A Diplomat, for instance, ca...Starting at €8.20
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Your Company's Secret Change Agents (Spanish version)
Pascale, Richard Tanner; Sternin, JerryArticle HBS-R0505DLeadership and People ManagementMake the group the guru--the members of the community are engaged in the process of their own evolution. Reframe through facts, which entails restating the problem in a way that opens minds to new possibilities. Make it safe to learn, creating an environment that supports innovative ideas. Make the problem concrete; the community combats abstraction by stating uncomfortable truths. Leverage social proof; here the community looks to the larger so...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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Entering the Fundamental State of Leadership (Spanish version)
Quinn, Robert E.Article HBS-R0507FLeadership and People ManagementAm I results centered? (Am I willing to leave my comfort zone to make things happen?) Am I internally directed? (Am I behaving according to my values rather than bending to social or political pressures?) Am I other focused? (Am I putting the collective good above my own needs?) Am I externally open? (Am I receptive to outside stimuli that may signal the need for change?) When we can answer these questions in the affirmative, we're prepared to l...Starting at €8.20
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Learning in the Thick of It (Spanish version)
Darling, Marilyn; Parry, Charles; Moore, JosephArticle HBS-R0507GLeadership and People ManagementLessons must benefit the team that extracts them; the AAR process must start at the beginning of the activity; lessons must link explicitly to future actions; and leaders must hold everyone, especially themselves, accountable for learning.Starting at €8.20
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Managing for Creativity (Spanish version)
Florida, Richard; Goodnight, JamesArticle HBS-R0507LLeadership and People ManagementSAS has learned how to harness the creative energies of all its stakeholders, including its customers, software developers, managers, and support staff. Its framework for managing creativity rests on three guiding principles. First, help employees do their best work by keeping them intellectually engaged and by removing distractions. Second, make managers responsible for sparking creativity and eliminate arbitrary distinctions between "suits" an...Starting at €8.20
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The Triumph of Humility and Fierce Resolve (Spanish version)
Collins, JimArticle HBS-R0507MLeadership and People Managementhumility, will, ferocious resolve, and the tendency to give credit to others while assigning blame to themselves. Collins fleshes out his Level 5 theory by telling colorful tales about 11 such leaders from recent business history. He contrasts the turnaround successes of outwardly humble, even shy, executives like Gillette's Colman M. Mockler and Kimberly-Clark's Darwin E. Smith with those of larger-than-life business leaders like Dunlap and Iac...Starting at €8.20
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Hard Side of Change Management (Spanish version)
Sirkin, Harold L.; Keenan, Perry; Jackson, AlanArticle HBS-R0510GLeadership and People Managementproject duration, particularly the time between project reviews; integrity of performance, or the capabilities of project teams; the level of commitment of senior executives and staff; and the additional effort required of employees directly affected by the change. The DICE framework is a simple formula for calculating how well a company is implementing, or will be able to implement, its change initiatives. The framework comprises a set of simpl...Starting at €8.20
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Regional Strategies for Global Leadership (Spanish version)
Ghemawat, PankajArticle HBS-R0512FStrategyhome base, portfolio, hub, platform, and mandate. Some companies adopt the strategies in sequence, but the most nimble switch from one to another and combine approaches as their markets and businesses evolve. At Toyota, for example, exports from the home base continue to be substantial even as the company builds up an international manufacturing presence. And as Toyota achieves economies of scale and scope with a strong network of hubs, the comp...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