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Jeffrey Gandz
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Jeffrey Gandz is Professor, Managing Director - Program Design, Executive Development, Richard Ivey School of Business
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Articles by this Author:
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GLOBAL LEADERSHIP AND PERSONAL POWER
by Jeffrey Gandz
Leaders need more than a vision. They need to have a passion, one that will drive them to realize their vision and the power to enact it.
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GLOBALIZATION AND THE LEGITIMACY OF DISSENT
by Jeffrey Gandz
It may be inexorable and championed by some, even many, but to others, globalization is a juggernaut that needs to be stopped, if not reversed. Those "others" are the critics and demonstrators who, over the past few years, have come to variously protest, disrupt and destroy the calm, official proceedings of meetings to further the advance of globalization. But, as the author points out, leaders need to listen to and accommodate those voices of protest. As he maintains, dissent is virtually synonymous with democracy, and organizations like the World Trade Organization must not only uphold the democratic tradition but also carefully consider the criticism that protesters from trade unionists to peace groups voice.
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TRAIN DOGS, DEVELOP LEADERS
by Jeffrey Gandz
Leaders can be trained, but highly successful leaders, this author writes, can be developed. The burden is on the organization to develop leaders - to actively involve leaders in recruitment and selection, development, career-move decisions and other leadership activities. These executives also recruit the best prospects, challenge them constantly and manage them. Leadership, the autnor notes, may be the only sustainable advantage today, which is why it should never be left to chance.
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ON LEADERSHIP: CHERISH THE RESISTORS
by Jeffrey Gandz
Let us now resolve to praise and value those who resist change and tap into the wisdom and knowledge they have accumulated.
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A CULTURE OF CANDOR
by Jeffrey Gandz
Candor is at the heart of aligning people with strategy, and is essential to effective execution, performance management and people development.
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THE LEADERSHIP ROLE
by Jeffrey Gandz
Understand, design, execute, assess and develop. A successful leader has to do them all and do them all brilliantly. This author serves up five key lessons in leadership.
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GREAT LEADERSHIP IS GOOD LEADERSHIP
by Jeffrey Gandz
Greatness is conferred on many business leaders today. But many great leaders are not good leaders. This Ivey professor describes what it really takes.
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LEADERSHIP AND LOYALTY
by Jeffrey Gandz
Show me a leader who more or less says, "The company is me!" and I will show you someone who is not a leader.
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ARE YOU A LEADER-BREEDER?
by Jeffrey Gandz
Scan the managerial ranks of any successful enterprise and you'll see at least several leader-breeders, those leaders who know how to attract, develop and retain the best talent.
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THE CROSS-ENTERPRISE LEADER
by Jeffrey Gandz
An enterprise-wide perspective, informed by certain types of intelligence and shaped by particular virtues, equips a leader with the qualities that make him or her stand out.
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MORAL CHARACTER REVISITED
by Jeffrey Gandz
Look behind any crises and you'll see that accountability is not shrouded in anonymity. The liquidity crisis, for example, was caused not by a breakdown in the "system" but by the recklessness of a handful of individuals.
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COMPELLING VISIONS: CONTENT, CONTEXT, CREDIBILITY AND COLLABORATION
by Jeffrey Gandz
Perhaps the main reason why some leaders fail to walk the talk is that they fail to invite stakeholders to walk with them, especially when they are conceiving the vision, or developing the "talk."
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GO TO PEOPLE: WHAT EVERY ORGANIZATION SHOULD HAVE
by Jeffrey Gandz
In every organization - and on every team in sports - most employees look to get the ball to one or two people when the game is on the line.
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DECONSTRUCTING “STUPIDITY”: WHY SMART PEOPLE OFTEN DO STUPID THINGS
by Jeffrey Gandz
What can we learn from the collapse of financial markets? For one thing, it's not about greed. For another, it's about... well, just read the article.
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TALENT DEVELOPMENT: THE ARCHITECTURE OF A TALENT PIPELINE THAT WORKS
by Jeffrey Gandz
Not all talent pipelines are created equal, nor do all talent pipelines operate effectively.
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