Articles
A couple of years ago, a well-intentioned friend, hearing me describe the horrors of my commute in Paris, said I should decide when I wanted to see my son each day: in the morning or at night, but not both.
We conceptualize leadership development as identity work and show how subtle forms of gender bias in the culture and in organizations interfere with the identity work of women leaders.
Differences in convictions, cultural values, and operating norms inevitably add complexity to collaborative leadership efforts. But they also make them richer, more innovative, and more valuable. Getting that value is at the heart of collaborative leadership.
It seems that more sponsoring may lead to more and faster promotions for women, but it is not a magic bullet: there is still much to do to close the gap between men’s and women’s advancement.
This article contains the first ranking that shows which CEOs of large public companies performed best over their entire time in office — or, for those still in the job, up until 30 September 2009. To compile our results, we collected data on close to 2000 CEOs worldwide.
Many believe that bias against women lingers in the business world, particularly when it comes to evaluating their leadership ability. Recently, we had a chance to see whether that assumption was true.
It takes a while to reap the benefits of networking. We have seen many managers resolve to put networking at the top of their agendas, only to be derailed by the first crisis that comes along.
Seldom is a good story so needed as when a major change of professional direction is under way — when we are leaving A without yet having left it and moving toward B without yet having gotten there.
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