Build an Ecosystem of Valuable Relationships
-- Dan Coughlin
© 017 Dan Coughlin. All Rights Reserved.
Toxic Leaders: Exploring the Dark Side
-- Ronald J Burke
This paper reviews the emerging research interest in toxic or destructive leadership. Much of the leadership writing has assumed that leaders are effective. There is data suggesting that about half of individuals in leadership roles are falling short in meeting their organizational objectives. Most employees say that the worst aspect of their job is their managers. Toxic leaders have been described using various labels: destructive, narcissistic, flawed, derailed, petty tyrants, dysfunctional, abusive, bullying, psychopathic, Machiavellian and stupid. In general, toxic leaders are associated with negative attitudes towards the leaders, poorer job performance, lower psychological health of employees, greater intentions to quit and more counterproductive job behavior by employees. In order to develop better leaders, toxic leaders need to be discussed in management development programs and at MBA level courses. Toxic leadership behaviors can be changed, though not easy. Assessment tools, 360 degree feedback, coaching and mentoring, and punishing toxic leaders can be helpful.
© 2017 Ronald J Burke. All Rights Reserved.
for an Uncertain and Cynical Age
-- Colin Coulson-Thomas
Presentations and discussion at the 16th Global Convention on Governance and Sustainability suggest a desire of the corporate leaders present to put a higher priority upon better addressing the requirements of stakeholders other than shareholders. Achieving this might require changes of corporate purpose, governance arrangements and leadership criteria. Recent investigations of adoptions of performance support suggest that it is possible to simultaneously deliver multiple objectives and deliver benefits to a wider range of stakeholders as well as furthering the interests of shareholders. Revised corporate ends could be matched by developments in the means to achieve them. This raises the possibility of businesses, regulators, governments and public bodies working more closely together to pursue shared aims and create economies and build companies that increasingly work for all rather than just the few. Such a shift of emphasis could help to dispel cynicism and reduce mistrust of business leaders and usher in a new era of collaborative capitalism.
© 2017 Colin Coulson-Thomas. All Rights Reserved.
The Captain of a Ship:
A Unique and Enduring Leadership Role
-- Stephanie Jones and Deb Narayan Goswami
The captain of a merchant ship has a unique leadership role based on his or her responsibility for the safety of the ship and cargoes, navigation, the security and welfare of the crew and passengers, the need to comply with the latest maritime regulations, and the objective of maximizing the shipowner’s profits. The level of accountability is high, as the captain’s discretion can override all prevalent rules and regulations to save the ship and crew, and the responsibility is 24/7. The captain must balance the interests of several stakeholders: not only the shipowner, crew and passengers, but the charterer, the shipper, the consignee, port authorities, and local and international administrative bodies. Issues faced by the captain include not only possible financial and reputational loss, but exposure to unethical practices, emergency situations like fire, explosion, foundering, injury, safety, and dealing with security threats, such as maritime piracy. Hope of rescue of ships being attacked can be far away; before help can arrive from outside, the captain has to protect the ship, crew and passengers, without arms and ammunition. The captain’s job includes preventing such external threats, but this can create dilemmas in balancing stakeholders’ interests, such as the need for constantly reducing costs.
© 2017 Stephanie Jones and Deb Narayan Goswami. All Rights Reserved.
Interview with Gregg Ward
-- The interview was conducted by Aditya S Mishra, Consulting Editor, Effective Executive.
Irene Rosenfeld: Setting New Directions for Kraft Foods
-- Syeda Maseeha Qumer and Debapratim Purkayastha
The case study discusses how Irene B Rosenfeld (Rosenfeld), CEO of US-based snack-food company Kraft Foods Inc. (Kraft), turned around and transformed Kraft into a global consumer food behemoth. Since taking up the position of CEO in 2006, Rosenfeld had fundamentally changed the footprint and prospects of Kraft. She repositioned the company to deliver top tier growth by revamping some iconic brands, transforming the product portfolio, and consolidating the company’s presence in developing markets. In February 2010, Rosenfeld successfully led the Cadbury acquisition to make Kraft a market leader in the global confectionery market. Under her strategic leadership, Kraft emerged as the second largest food company in the world with its products being sold in more than 160 countries. As a next step in the company’s evolution, Rosenfeld intended to split Kraft into two independent public companies, a high margin North American Grocery business and a high growth Global Snacks business. She contended that the split would help Kraft in consolidating its position in the fast growing snacks category and also offer the company’s shareholders two different investment opportunities. Analysts’ reactions to this decision were mixed.
© 2012 IBS Center for Management Research. All Rights Reserved. For accessing and procuring the case study, log on to www.thecasecentre.org or www.icmrindia.org