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What Is This Thing Called Leadership
Hackman, J. RichardBook Chapter HBS-6124BC-ELeadership and People ManagementIn the wake of the global economic crisis, society is demanding that the topic of leadership be given urgent attention because leadership strongly influences organizational behavior-not just financial performance. In this chapter, J. Richard Hackman, an expert on organizational psychology, argues that the role of leaders is best understood not in terms of their direct impact on organizational outcomes but through their indirect influence, which s...Starting at €8.20
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Motivating Through Metrics (Spanish version)
Reichheld, Fred; Rogers, PaulArticle HBS-F0509CLeadership and People ManagementTo get frontline employees to work as a team, solicit performance rankings from customers and employees, not bosses.Starting at €8.20
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Why Teams Don't Work
Hackman, J. Richard; Coutu, DianeArticle HBS-R0905H-ELeadership 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. The belief that teams make us more creative and productive - and are the best way to get things done - is deeply entrenched. But Hackman, a professor of organizational psychology at Harvard and a leading expert on teams, is having none of it. Research, he says, con...Starting at €8.20
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Who Has the D? How Clear Decision Roles Enhance Organizational Performance (Spanish version)
Rogers, Paul; Blenko, MarciaArticle HBS-R0601DLeadership and People ManagementAlign decision roles with the most important sources of value, make sure that decisions are made by the right people at the right levels of the organization, and let the people who will live with the new process help design it.Starting at €8.20
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Why Teams Don't Work (Spanish version)
Hackman, J. Richard; Coutu, DianeArticle HBS-R0905HLeadership 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. The belief that teams make us more creative and productive - and are the best way to get things done - is deeply entrenched. But Hackman, a professor of organizational psychology at Harvard and a leading expert on teams, is having none of it. Research, he says, con...Starting at €8.20
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La organización impulsada por las decisiones
Blenko, Marcia W.; Mankins, Michael C.; Rogers, PaulArticle HBS-R1006BLeadership and People ManagementCEOs tienden a creer que la estructura empresarial está estrechamente ligada al rendimiento, así que tiene sentido que la mitad de casi todos los directores generales reorganizar sus empresas durante sus dos primeros años en el trabajo. Pero Marcia W. Blenko, Michael C. Mankins, y Paul Rogers, de Bain & Company informe en el que de 57 reorganizaciones que estudiaron entre 2000 y 2006, menos de un tercio de la sierra mejora significativa del rendi...Starting at €8.20
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What Makes Teams of Leaders Leadable
Wageman, Ruth; Hackman, J. RichardBook Chapter HBS-6152BC-ELeadership and People ManagementThe authors of this chapter point out that little scholarly attention has been given to leadership teams: groups of leaders who are brought together to ensure that certain necessary functions-establishing direction, creating structures and systems, engaging external resources-are fulfilled so that members can accomplish shared goals. Their analysis of leadership teams in two different settings (top management teams in for-profit businesses and te...Starting at €8.20
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The Decision-Driven Organization
Blenko, Marcia W.; Mankins, Michael C.; Rogers, PaulArticle HBS-R1006B-ELeadership and People ManagementCEOs tend to believe that company structure is closely tied to performance, so it makes sense that nearly half of all CEOs reorganize their companies during their first two years on the job. But Marcia W. Blenko, Michael C. Mankins, and Paul Rogers of Bain & Company report that of 57 reorganizations they studied between 2000 and 2006, less than one-third saw significant performance improvement. This failure, they believe, is rooted in a misunders...Starting at €8.20
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The Team That Wasn't (HBR Case Study and Commentary)
Wetlaufer, Suzy; Katzenbach, Jon R.; Hackman, J. Richard; Segol, Genevieve; Baard, Paul P.; Musselwhite, Ed; Hurson, Kathleen; Garber, MichaelArticle HBS-94612-ELeadership and People ManagementEric Holt had one responsibility as FireArt's director of strategy: to put together a team of people from each division and create and implement a comprehensive plan for the company's strategic realignment within six months. It seemed like an exciting, rewarding challenge. Unfortunately, the team got off on the wrong foot from its first meeting. Randy Louderback, FireArt's charismatic and extremely talented director of sales and marketing, seemed...Starting at €8.20
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Empowerment Effort That Came Undone (HBR Case and Commentary)
Rothstein, Lawrence R.; Hackman, J. Richard; Pascual, Elios; Gelinas, Mary V.; James, Roger G.; Randolph, W. AlanArticle HBS-95111-ELeadership and People ManagementGeorge Marlow, a manufacturing vice president at SportsGear, had been looking forward to this month's companywide meeting. Martin Griffin, SportsGear's CEO, was going to announce a new era of empowerment at the company. And as Martin gave his speech, he seemed to fill the entire auditorium with his enthusiasm. But Harry Lewis, a SportsGear veteran of more than 20 years, was not so sure. "What in the world does empowerment mean?" he asked. And ind...Starting at €8.20