[ Leadership ] - Articles for November / December 2010
The Role of Leadership in Managing Risk
by Carol Stephenson, O.C.“… You can’t control people through policies, procedures and policing. You can only do it through a strong risk management culture and absolute integrity in all leaders.”
Leadership on Trial, A Manifesto for Leadership Development* (P. 39 – Comment...
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Risk and the role of a Family Office: What entrepreneurs and senior executives need to know
by Tom McCulloughCreating wealth is considerably different than sustaining that wealth, particularly if you are an entrepreneur or corporate executive. The path to this particular type of sustainability can be a perilous one, but a Family Office can smooth that path...
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Don’t expect too much from the economy
by John S. McCallumPatience and prudence are bred in Canadians’ bones. Perhaps never will those characteristics, sometimes derided, serve the country and its people so well as in the year or two ahead.
It is now two years since the spectacular financial...
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Transformational Performance-Based Leadership: Addressing Non-Routine Adaptive Challenges
by Kari Granger and Doug Hanover | January / February 2012
A leader’s job is to create contexts that will allow followers to adopt new perspectives on the challenges they face, and therefore, new actions that lead to higher levels of performance. The observations offered by this author will be...
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Courage in leadership: From the battlefield to the boardroom
by Peter Voyer | November / December 2011
The battlefield may be a crucible for all manner of success in life. Survive, and you’re likely agile, decisive, quick thinking and – above all, courageous. And that courage manifests itself not just in a firefight. As this Ivey PhD and battle-tested Canadian Forces officer writes, courage means much more than bravery…
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Super sovereign: The case for an international sovereign-rating organization
by M.S.S. el Namaki | September / October 2011
The recent downgrading of the United States’ credit rating brought into focus the fact that sovereign credit rating is today a largely unregulated industry. While a rating is a prime driver of investment decisions and collateral eligibility standards, it...
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A case for Conscious Capitalism: Conscious leadership through the lens of brain science
by Srinivasan S. Pillay and Rajendra S. Sisodia | September / October 2011
Conscious capitalism is more practical and comprehensive than other corporate philosophies that are based on virtuous behaviour and philanthropy. This is especially so when Conscious Capitalism is viewed through the lens of brain science. Even risk management, for example,...
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The Social Animal: A good book for executives
by John S. McCallum | September / October 2011
Over the years, regular contributor John McCallum has recommended numerous books that can help executives be an effective leader. The Social Animal appears to be one of the best.
Good executives have the ability to read how people will...
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The Boss: How influential are you?
by Kent Lineback and Linda A. Hill | May / June 2011
Mastering three imperatives is the way managers advance from being basically competent to fully effective. Readers will learn what those imperatives are and what they need to do to exhibit mastery of them – to go from good to...
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Neuroleadership – Making change happen
by Tobias Kiefer | May / June 2011
Embracing neuroleadership, which this author describes as art of synchronizing the science of the brain with leadership behaviors, offers the best hope for effecting real change in a leader and within an organization. That’s because understanding neuroleadership helps us...
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Leadership succession: How to avoid a crisis
by Wayne F. Cascio | May / June 2011
In the C-suite, the need to develop and implement a plan for leadership succession is one of the most frequently discussed topics. Yet according to this author, the overwhelming majority of companies have done little about it. Executives who...
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My path to leadership
by Carol Stephenson, O.C. | May / June 2011
After decades as a CEO and years as the Dean of the Richard Ivey School of Business, business students and other aspiring leaders often ask me what inspired me to become a leader. Was there a moment in my career...
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Executives should monitor household debt
by John S. McCallum | May / June 2011
Executives closely monitor the course of high-profile economic variables like growth, unemployment, inflation, the stock market, interest rates and exchange rates. They do so because there is a direct connection to running a business successfully. It is time to add...
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