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Advancing Leadership Theory and Practice

by Nitin Nohria Rakesh Khurana

More than a means of getting ahead and gaining power, leadership must be understood as a serious professional and personal responsibility. In this introductory chapter, editors Nitin Nohria, the dean of Harvard Business School, and Rakesh Khurana, a professor of leadership development at HBS, point out that while many university graduate programs in business, law, education, and public policy claim that their mission is to educate leaders who will advance the well-being of society, the reality is that scholarly research on leadership is, at best, at the periphery of these same universities. In fact, the increasing demand for insights about leadership has largely been met by popular writers-consultants, journalists, or "iconic" business leaders. The papers that comprise this book-originally presented at the Harvard Business School Centennial Colloquium, "Leadership: Advancing an Intellectual Discipline"-are a starting point. Nohria and Khurana define five dualities that they believe are at the heart of research on leadership-for example, the duality between the leader's role in producing superior results and the leader's role in creating meaning. The chapter concludes with a brief summary of each of the book's 25 subsequent chapters. This chapter was originally published as Chapter 1 of "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium."

Amgen, Inc.: Planning the Unplannable

by Nitin Nohria James D. Berkley

By the early 1990s, Amgen--a pharmaceutical company started little over a decade ago as Applied Molecular Genetics--was within range of becoming a billion-dollar company. With two extremely successful biotechnology drugs on the market, Amgen stood as the largest and most powerful independent company of its type in the world. Top executives in the company viewed long-range planning as an important ingredient in the firm's success; many others--including some of the firm's scientists--were less sure. With Amgen's sales expected to continue to grow rapidly, the firm's long-range planning process would be put to the test. Shows the different, sometimes paradoxical perspectives held within a single, dynamically changing company toward the issue of long-range planning. Students are challenged to synthesize these views into a coherent picture of a firm's growth amid great uncertainty.

Barbara Norris: Leading Change in the General Surgery Unit

by Nitin Nohria Boris Groysberg Deborah Bell

Barbara Norris struggles to address the many problems facing her as a recently promoted nurse manager in the General Surgery Unit (GSU) at Eastern Massachusetts University Hospital (EMU). She has inherited a unit with the lowest employee satisfaction scores and highest employee turnover rate among all of the departments at EMU. Furthermore, her new unit was infamous for its culture of confrontation, blaming and favoritism. The staff that has remained is dissatisfied, unmotivated and not functioning as a team to deliver patient care. In fact, GSU's patient satisfaction scores, although average, had been declining steadily over the past few years. Barbara has been asked by EMU'S Director of Nursing to turn the unit around in the midst of an economic crisis and deep cost-cutting measures throughout the hospital. Where and how should she begin?

Beyond the Hype: Rediscovering the Essence of Management

by Robert G. Eccles Nitin Nohria James D. Berkley

For the thoughtful manager. Puts action back at the center of managerial practice by proposing a way of thinking about management that runs directly counter to most of the frameworks, models, and buzzwords advocated today. DLC: Management.

Chrysler: Iacocca's Legacy

by Nitin Nohria Sandy E. Green

Describes the changes fashioned by Iacocca during his tenure as CEO of the Chrysler Corp. Pays particular attention to the rhetoric he employed in mobilizing change and the actions he took to implement change.

Executing Change: Seven Key Considerations

by Nitin Nohria Rakesh Khurana

Provides a 7S framework to complement the McKinsey 7S framework. Focuses on some of the critical choices that must be made in implementing change--Strategic Intent, Substance, Scale, Scope, Speed, Sequence, and Style. Overall, the note argues that these choices must be made so that they are coherent and robust.

Executing Change: Three Generic Strategies

by Nitin Nohria Rakesh Khurana

Describes the strengths and weaknesses of three generic strategies for implementing change--programmatic change, discontinuous change, and emergent change.

Gordon Bethune at Continental Airlines

by Nitin Nohria Anthony J. Mayo Mark Benson

A $385 million loss for the final months of fiscal year 1994 signaled Continental might go bankrupt. Could new CEO Gordon Bethune turn Continental around? Continental was in dire straits because the deregulation of the commercial airline industry in 1978 ushered in a new era focused on mergers and acquisitions and bitter employee-management relations. Venerable airline brands with a commitment to quality, like Continental, were prime takeover targets. After Texas Air Chairman Frank Lorenzo (HBS 1963) secured Continental in his hostile takeover bid, tensions escalated between Lorenzo and the old guard--especially when Lorenzo declared Continental bankrupt in the fall of 1983 and then fired and replaced half his staff with cheaper nonunion labor. In October 1994, five months after Continental exited its second bankruptcy, Bethune was elevated to CEO and created a Go Forward Plan to return Continental to profitability. Two years after unveiling the Go Forward Plan, Continental was at the top of the industry in a number of important performance metrics.

Handbook of Leadership Theory and Practice

by Nitin Nohria Rakesh Khurana

Scores of books and articles have been written in the popular press and mainstream marketplace about leadership: who leaders are, what they do, and why they matter. Yet in academia, there is a dearth of rigorous research, journal articles, or doctoral programs focused on leadership as a discipline. Why do top business schools espouse mission statements that promise to "educate the leaders of the future"- yet fail to give leadership its intellectual due?The Handbook of Leadership Theory and Practice seeks to bridge this disconnect. Based on the Harvard Business School Centennial Colloquium "Leadership: Advancing an Intellectual Discipline" and edited by HBS professors Nitin Nohria and Rakesh Khurana, this volume brings together the most important scholars from fields as diverse as psychology, sociology, economics, and history to take stock of what we know about leadership and to set an agenda for future research.More than a means of getting ahead and gaining power, leadership must be understood as a serious professional and personal responsibility. Featuring the thinking of today's most renowned scholars, the Handbook of Leadership Theory and Practice will be a catalyst for elevating leadership to a higher intellectual plane - and help shape the research agenda for the next generation of leadership scholars.

ICICI (A)

by Nitin Nohria Bharat N. Anand John Pegg

ICICI was the first Indian company to be listed on the New York Stock Exchange. This case is set in 1998, when the company had to decide whether to enter the retail credit segment of the Indian financial market. Although the retail credit sector presents attractive growth opportunities, ICICI lacked many of the capabilities needed to succeed in this space and would have to compete against a host of established domestic and foreign banks. Describes how ICICI, under the visionary leadership of K.V. Kamath, has transformed itself, against all odds, from a development financial institution into a commercially competitive organization.

In Their Time: The Greatest Business Leaders of the Twentieth Century

by Nitin Nohria Anthony J. Mayo

Great business leaders possess more than celebrated traits like charisma and an appetite for risk. They have "contextual intelligence"--a profound ability to understand the Zeitgeist of their times and harness it to create successful organizations. Based on a comprehensive Harvard Business School Leadership Initiative study, Anthony J. Mayo and Nitin Nohria present a fascinating collection of stories of the 20th century's greatest leaders, from unsung heroes to legends like Sam Walton and Bill Gates. The book identifies three distinct paths these individuals followed to greatness: entrepreneurial innovation, savvy management, and transformational leadership. Through engaging stories of leaders in each category, the authors show how, by "reading" the context they operated in and embracing the opportunities their times presented, these individuals created, grew, or revitalized outstanding American enterprises. A canon of leadership success from the last century, In Their Time reveals insights for contemporary leaders hoping to build lasting legacies.

In Their Time: The Greatest Business Leaders of the Twentieth Century

by Nitin Nohria Anthony J. Mayo

Great business leaders possess more than celebrated traits like charisma and an appetite for risk. They have "contextual intelligence"--a profound ability to understand the Zeitgeist of their times and harness it to create successful organizations. Based on a comprehensive Harvard Business School Leadership Initiative study, Anthony J. Mayo and Nitin Nohria present a fascinating collection of stories of the 20th century's greatest leaders, from unsung heroes to legends like Sam Walton and Bill Gates. The book identifies three distinct paths these individuals followed to greatness: entrepreneurial innovation, savvy management, and transformational leadership. Through engaging stories of leaders in each category, the authors show how, by "reading" the context they operated in and embracing the opportunities their times presented, these individuals created, grew, or revitalized outstanding American enterprises. A canon of leadership success from the last century, In Their Time reveals insights for contemporary leaders hoping to build lasting legacies.

J.R.D Tata

by Nitin Nohria Anthony J. Mayo Mark Benson

J.R.D Tata, Chairman of the Indian conglomerate Tata & Sons, played a significant role in building India's economic infrastructure. Under his guidance, Tata & Sons built locomotives, steel refineries, airlines, chemical plants, and technology-based enterprises. Inheriting his title as Chairman in 1938, at the outbreak of World War II, Tata was able to navigate his family-owned companies through the tumultuous political climate of India. He worked with British colonial officers, and later closely with several Indian leaders under both pro- and anti-business government regimes. Applying his family's values to the workplace, Tata & Sons helped revolutionize business practices in India. From instituting the eight-hour work day and paid leave to providing a retirement gratuity, Tata's policies created a standard to which other companies--and eventually Indian government regulators--measured themselves. Blending humane business practices with political savvy and a pioneering spirit, J.R.D Tata is remembered as one of India's most important and influential business leaders. Tata is an example of a 20th century business leader who applied contextual intelligence to a variety of businesses, dramatically changing the landscape of India's infrastructure.

Kirk Arnold

by Alan Price Nitin Nohria

Supplements NerveWire, Inc.

Leadership in Energy: Jim Rogers at Cinergy

by Nitin Nohria Boris Groysberg Colleen Kaftan Geoff Marietta

Jim Rogers, CEO of the energy company Cinergy, has led the company from the brink of bankruptcy to one of the premier energy companies through selecting a focused strategy, aligning the organization to support it, and mobilizing all the employees to implementation. The case also discusses the strategies used by Rogers to communicate the strategy, which included innovative image maps.

Leading Anadarko

by David Lane Nitin Nohria Krishna G. Palepu

Describes the challenges facing Jim Hackett, the newly appointed CEO of Anadarko Petroleum, an independent oil and gas exploration company. In addition to strategic and organizational issues, Hackett must address concerns about proper disclosure of the company's oil and gas reserves.

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