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- 1From:Harvard Business Review (Vol. 68, Issue 6)Citation Only
- 2From:Organizational Dynamics (Vol. 25, Issue 1) Peer-ReviewedLeadership succession and structural reengineering usually take their toll on company earnings and are done gradually and separately. However, Ameritech showed that it is possible for radical transformation and...
- 3From:People & Strategy (Vol. 38, Issue 2) Peer-ReviewedCEO Transitions Gone Wrong One of the critical jobs of any CEO is to add value to the assets they are handed and leave them to a successor who continues the process of simultaneously adding value while building a...
- 4From:Human Resource Management (Vol. 29, Issue 4) Peer-ReviewedAbstract Only
- 5From:Training & Development (Vol. 51, Issue 5) Peer-ReviewedSuccessful leaders should be responsible for developing the leadership skills of their subordinates to ensure the continued prosperity of their organizations. Examples of organizations where leaders personally cultivated...
- 6From:Harvard Business Review (Vol. 67, Issue 5)Citation Only
- 7From:Directors & Boards (Vol. 39, Issue 1)My good friend Bob Knowling, who served on the board of Hewlett-Packard after Carly Fiorina was hired and left after she was fired, has been serving on numerous corporate and nonprofit boards for nearly 30 years, ever...
- 8From:Organizational Dynamics (Vol. 29, Issue 1) Peer-ReviewedCitation Only
- 9From:Human Resource Management (Vol. 27, Issue 1) Peer-ReviewedAbstract Only
- 10From:Training & Development (Vol. 50, Issue 5) Peer-ReviewedRoger Enrico believes that his most important responsibility as chairman and CEO of the $30-billion conglomerate PepsiCo is to develop other corporate leaders. To accomplish this, he has instituted a leadership...
- 11From:Harvard Business Review (Vol. 73, Issue 2)Abstract Only
- 13From:Journal of Business Strategy (Vol. 6, Issue 3) Peer-ReviewedCitation Only
- 14From:Directors & Boards (Vol. 39, Issue 1)Bob Knowling points out that in his experience, boards of directors frequently shy away from forcing the issue on a CEO when the CEO is riding high. "This reticence," he says, "on the part of even well-intentioned...
- 15From:Harvard Business Review (Vol. 85, Issue 10)Citation Only
- 16From:Directors & Boards (Vol. 39, Issue 1)"There's one board I can think of, which I sit on," Bob Knowling recalled, "where in all modesty we were really, totally on our game." He spelled out for me what they did right in seven easy steps: 1. We all agreed,...
- 18From:Training & Development (Vol. 52, Issue 7) Peer-ReviewedThe concept of a teaching organization is analyzed by studying the examples of such leading firms as Coca-Cola, AlliedSignal, General Electric and Hewlett-Packard, whose leaders have taken the responsibility of passing...
- 19From:Harvard Business Review (Vol. 89, Issue 10)Citation Only
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