Throughout our careers, we encounter a range of management styles, with mixed results. But what is it that distinguishes a regular boss from a truly great boss? Why is it that some help us to reach new heights, while others make us feel constrained? These are deceptively simple questions with many complex answers, the latest of which comes from Sydney Finkelstein. In his new book Superbosses, Finkelstein takes as his guide figures from disparate industries, including jazz musician Miles Davis and newspaper editor Gene Roberts, and examines the traits of those who have spawned extensive networks of talent, the titular superbosses, and ultimately brought greater success to themselves.
Over the past 30 years Haier CEO Zhang Ruimin has led the company through several path-breaking business model changes, which have helped the company build a strong brand, grow both organically and through acquisitions, globalize and “get close to the customer”. Zhang is now leading the company through yet another transformation to make it what he calls an “internet-based platform company” made up of extremely responsive micro-enterprises. For the closest parallel, think of a Silicon Valley within a company. In this rare interview, he talks about his management philosophy.
Linda Hill, author of Collective Genius, believes leaders should create a context in which people are willing and able to innovate
Jim Collins, author of classics like Built to Last and Good to Great, on great companies, managing in a networked world and leadership
You climbed all the organizational rungs and then hit the ‘Now what?’ question. Staying motivated is hard and here’s what can you do about the situation.
Peter Cuneo, former CEO of Marvel Entertainment and the man behind seven corporate turnarounds, on what really goes into resurrecting a failing company.
Sudhanshu Palsule on what it means to be a leader in a world without distance or hierarchy
Succession planning is something boards need to think about constantly, and not just when the CEO is due to retire.
Succession planning in family business is often the cause of much stress. Are there ways of making the transition smooth while mitigating the risks involved?
To stay relevant in the future, individuals need to learn much more quickly and differently. That entails a different kind of learning organization.