Mastering "Takeaway Leadership"
Mastering "Takeaway Leadership"
Effective managers remove obstacles for employees -- and then step aside to let them do their jobs
The recent flurry of CEO firings (Hewlett-Packard's (HPQ) Carly Fiorina, Merck's (MRK) Raymond Gilmartin, Boeing's (BA) Harry Stonecipher) has again raised the issue of leadership.
It's tempting to ask: Has the job of CEO for a megacompany become too complex to handle? Is it asking too much of just one person to expect him or her to build fruitful relationships throughout an industry and the financial community, deliver revenues and earnings that excite the stock market, launch ambitious initiatives for the long term, and avoid product, financial, and sexual scandals -- all while presenting a perennially pleasant personality?
The answer is no, it isn't expecting too much, in part because all of that comes second to a CEO's paramount responsibility. That should be to shape the organization's goals, to communicate them through many levels to......
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Approximate Pages: 5 (250 words per double-spaced page)
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