Here is a leadership resource you should know about.
Stanford's Graduate School of Business believes that learning to be a leader is like learning to be a great athlete, musician, or artist. It's a capability that develops over time, through trial and error, hard work, and practice. Leadership is learned by doing, not simply by taking notes in a classroom. However, as any great athlete, musician, or artist can attest, understanding fundamental principles–coupled with practice–can make a huge difference in improving performance.
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Tackling Corporate Governance Stanford Business, August 2006Managers, directors, and investors are all blamed for corporate missteps. David Larcker, who heads the School's new corporate governance program, says GSB researchers are positioned to temper strong opinions with more facts.
Future Leaders Dress the Part Interaction (Stanford University Publication), May 17, 2006Students in the Leadership Development Program collaborate with the Digital Vision Program to solve problems in the developing world.
The Half-Truths of Leadership Stanford Business, May 2006Leaders have far less control over organizations than people believe, but they can be more effective if they understand leadership myths and use them to their institutions' advantage.
Behaving Badly May Be Natural at the Top Stanford Business, May 2006Professor Deborah Gruenfeld discusses the psychology of power and leadership.
Say Goodbye to Mr. Tough Guy Stanford Business, May 2006According to Peter A. Georgescu, MBA '63, in a new global economy defined by excess supply of everything from capital to human labor, there's no longer any room for the traditional autocratic tycoon.
Untested Assumptions May Have a Big Effect GSB Research, June 2005Offering incentive pay makes organizations perform better. Driving down product and wage costs is essential for success in low-margin businesses. Holding people accountable results in fewer screw-ups. All fundamental truths of business, right? Wrong, says Jeffrey Pfeffer. These are merely assumptions about what makes organizations competitive.
When the CEO Leaves, Do Others Follow? GSB Research, February, 2004In a business environment where heads of companies are increasingly held accountable for performance and boards are willing to use their muscle to push them out, CEOs are being handed pink slips more frequently than ever before. So what does that mean for the rest of the company's top executives? Can they perform as successfully with a different CEO? Does it mean the rest of top management will also turn over?
Don Quixote's Lessons for Leadership Stanford Business, May 2003Drawing on classical literature and contemporary film, Jim March creates a movie produced in Europe and America based on the idealism in Cervantes' novel.
CEO Hubris Distorts Investment Decisions Stanford Business, February 2003In the past decade, economists have begun to flirt with the possibility that we do not live in a perfect world in which people make decisions consistently, rationally, and systematically. Slowly but surely, they are beginning to acknowledge that most of us do all sorts of illogical and idiosyncratic things—and that by studying such irrational behavior we can actually learn a tremendous amount about how markets really function.