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Article Review 1 answer below » Foreachof thearticles, need to providetwocomments

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Article Review 1 answer below » Foreachof thearticles, need to providetwocomments. The comments need to bea least 150 words no more than 200 words. Document Preview: E ARE DRAWN to the stories of effective leaders in action. Their decisiveness invigorates us. The events that unfold from their bold moves, often culminating in successful outcomes, make for gripping narratives. Perhaps most important, we turn to accounts of their deeds for lessons that we can apply in our own careers. Books like Jack: Straight from the View complete question » Foreachof thearticles, need to providetwocomments. The comments need to bea least 150 words no more than 200 words. Document Preview: E ARE DRAWN to the stories of effective leaders in action. Their decisiveness invigorates us. The events that unfold from their bold moves, often culminating in successful outcomes, make for gripping narratives. Perhaps most important, we turn to accounts of their deeds for lessons that we can apply in our own careers. Books like Jack: Straight from the Gut and Execution: The Discipline of Getting Things Done are compelling in part because they implicitly promise that we can achieve the success of a Jack Welch or a Larry Bossidy – if only we learn to emulate his actions. But this focus on what a leader does is misplaced. That’s because moves that work in one context often make little sense in another, even at the same company or within the We look for lessons in the actions of great leaders. We should instead be examining what goes on in their heads – particularly the way they creatively build on the tensions among confl icting ideas. Alex Nabaum How Successful Leaders Think by Roger Martin W 60 Harvard Business Review | June 2007 | hbr.org
hbr.org | June 2007 | Harvard Business Review 61
How Successful Leaders Think 62 Harvard Business Review | June 2007 | hbr.org experience of a single leader. Recall that Jack Welch, early in his career at General Electric, insisted that each of GE’s businesses be number one or number two in market share in its industry; years later he insisted that those same businesses defi ne their markets so that their share was no greater than 10%, thereby forcing managers to look for opportunities beyond the confi nes of a narrowly conceived market. Trying to learn from what Jack Welch did invites confusion and incoherence, because he pursued – wisely, I might add – diametrically opposed courses at different points in his career and in GE’s history. So where do we look for lessons? A more productive, though more diffi cult, approach is to focus on how a leader thinks – that is, to examine the antecedent of doing, or the ways in which… Attachments: How-Successfu….pdf Know-When-to-….pdf The-Decision-….pdf Why-Bad-Proje….pdf View less » Nov 12 2013 01:51 AM


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