Articles
Though ours is not the first ranking of Chinese business leaders, it is the first ever such ranking to rely on objective, long-term stock market performance.
Women’s assignments must become the number one priority for committed CEOs who want better results. Expecting to get more women into senior management via formal mentoring and self-improvement courses is Einstein’s definition of madness: doing more of the same and expecting a different result.
Sheryl Sandberg, COO of Facebook, has been speaking out a lot lately about subtle dynamics that hold women back from reaching senior roles in business. Her TED talk and Barnard commencement speech went viral. Lean in, she says to women, take your place at the table, seize the stage.
Our answer to this important question is premised on the notion that the most objective test of a CEO’s leadership ought to be how the company does during his or her full tenure at the helm, rather than the CEO’s power, family pedigree or positive media coverage.
Since the 2008 economic crisis, one rhetoric says that our perpetually shifting environment calls for leadership that is more decisive and crisis-oriented than the slow and consensual style that we prefer. The second, more ‘politically correct’ rhetoric, says that the old, command-and-control model is responsible for many of the problems of recent years.
In the recent movie, The Iron Lady, we see an old and diminished Maggie flashing back to Thatcher at the peak of her power. But, perhaps the most important lesson — for Thatcher herself, as well as for us — is about the midlife transition she failed to make.
A couple of years ago, a well-intentioned friend, hearing me describe the horrors of my commute in Paris, said I should decide when I wanted to see my son each day: in the morning or at night, but not both.
We conceptualize leadership development as identity work and show how subtle forms of gender bias in the culture and in organizations interfere with the identity work of women leaders.