Jeffrey Gandz
Jeffrey Gandz is Professor, Managing Director - Program Design, Executive Development, Richard Ivey School of Business.
Articles by this Author:
Developing Leadership Character
by Mary Crossan, Jeffrey Gandz, and Gerard Seijts | January / February 2012
The sum of virtues, values and traits equals good character, which, in addition to competence and commitment, is one of the 3 ingredients that make a leader effective and respected. For many, however, virtues, values and traits remain indefinable,...
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COMPELLING VISIONS: CONTENT, CONTEXT, CREDIBILITY AND COLLABORATION
by Jeffrey Gandz | March / April 2009
The “vision thing” is still with us, but while leaders insist in having a compelling vision, the fact is that many – both the leaders and the visions – leave people standing still, unmoved. A leader who engages stakeholders when...
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MORAL CHARACTER REVISITED
by Jeffrey Gandz | March / April 2009
Once, in the sixties, for example, some of us railed against “the system,” an abstraction personified by almost anyone who was an authority figure. The system had a face. So too today. While there’s a certain truth in the belief...
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DECONSTRUCTING “STUPIDITY”: WHY SMART PEOPLE OFTEN DO STUPID THINGS
by Jeffrey Gandz | November / December 2008
Hell hath no greater fury than a collaterized debt obligation scorned…or at least spurned, which could be why so many CDOs were bought and sold, bought and sold, and bought and sold. Then again, when you look at the havoc...
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THE CROSS-ENTERPRISE LEADER
by Gerard Seijts, Jeffrey Gandz, and Mary Crossan | July / August 2008
Visualize a leader with virtues such as courage and integrity, as well as five key types of intelligence, and you’ve got a clear picture of the cross-enterprise leader. So equipped, such a leader has what it takes to adopt the...
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GREAT LEADERSHIP IS GOOD LEADERSHIP
by Jeffrey Gandz | May / June 2007
Look into the soul of any great leader and you will find a good leader. But, if only that were the case. Some leaders, those who crave and bathe in the spotlight, are in fact not so great. Others, who...
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GO TO PEOPLE: WHAT EVERY ORGANIZATION SHOULD HAVE
by Jeffrey Gandz | March / April 2007
In sports, he or she is the player everyone else on the team wants to have the last shot to tie or win the game, the player who makes everyone else on the team feel like winners. As in the...
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ARE YOU A LEADER-BREEDER?
by Jeffrey Gandz | May / June 2006
One trait that makes a leader great is his or her ability to hire and mentor high-potential individuals. Enter the leader breeder, who, unlike the leader blocker, has the emotional intelligence and uncanny sense required to attract, develop and retain...
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TALENT DEVELOPMENT: THE ARCHITECTURE OF A TALENT PIPELINE THAT WORKS
by Jeffrey Gandz | January / February 2006
Not all talent pipelines are created equal, nor do all talent pipelines operate effectively. There are cracks, blockages and breaks that prevent the right talent from rising to the top and reaching their own — and the organization’s — potential....
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GLOBALIZATION AND THE LEGITIMACY OF DISSENT
by Jeffrey Gandz | November / December 2001
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...
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GLOBAL LEADERSHIP AND PERSONAL POWER
by Jeffrey Gandz | May / June 2000
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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