When Does Leadership Matter?: A Contingent Opportunities View of CEO Leadership
By: and and
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- Synopsis
- To what extent does leadership influence organizational performance? In this chapter, Noam Wasserman, Bharat Anand, and Nitin Nohria try to provide a balanced answer to this question. Replicating the variance partitioning method used by Stanley Lieberson and James O'Connor in their 1972 study on leadership and organizational performance, they analyze the performance of more than 500 publicly held U.S. companies (across 42 industries) over a 20-year period. Their conclusion? That although external forces such as industry structure and company history may explain a greater part of the variance in company performance over time, the influence of leadership is also substantial. In fact, in some circumstances, a board of directors' decision to replace a CEO could have as much impact as a decision to change the industry in which the company operates. But whatever the circumstances, the role of leadership-and its impact on corporate performance-is significant and should be taken seriously. This chapter was originally published as Chapter 2 of "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium."
- Copyright:
- 2010
Book Details
- Book Quality:
- Publisher Quality
- Publisher:
- Harvard Business Publishing
- Date of Addition:
- 08/02/16
- Copyrighted By:
- HBS Press
- Adult content:
- No
- Language:
- English
- Has Image Descriptions:
- No
- Categories:
- Nonfiction, Business and Finance
- Submitted By:
- Bookshare Staff
- Usage Restrictions:
- This is a copyrighted book.
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