| Description |
1 online resource (x, 140 pages) : illustrations |
| Series |
Columbia Business School Publishing
|
|
Columbia Business School publishing.
|
| Bibliography |
Includes bibliographical references and index. |
| Contents |
Acknowledgments; 1 The Social Contract; A Productive Partnership: Tyco; Prescription: The Social Contract; Commitment to Values; Commitment to the Stakeholders; Commitment to Risk Assessment; Commitment to Transparency; Commitment to Coaching; The Social Contracting Pro cess; 2 Tough Love in the Boardroom; Practicing Tough Love; The CEO's Behavioral Style and Leadership Practices; The Organization's Needs; Matching Needs with Leadership; Finding the Correct Match Internally; Finding the Correct Match Outside the Company; CEO Tenure and Company Per for mance. |
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Uncertainties of Business Cycles: JetBlue3 Why the Right Partnership Matters; Leadership Style; Driver Leadership; Expressive Leadership; Amiable Leadership; Analytical Leadership; The Right Alignment, the Right Partnership; 4 Leadership Metrics; Measuring Leadership Practices; Applying the Integrated Leadership Model; Diagnostics: The Use of Soft Metrics; 5 How the Partnership Can Go Wrong: TTWO; The Gamer Generation; Leadership in the Beginning and Early Stages; Changes in 1998 and 1999; The First Signs of Trouble; New York Times Exposé, May 12, 2003; Shareholder Activism. |
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Hindsight: How the ILM Could Have Helped6 What Directors Need to Know Before Committing to a CEO; CEO Alignment; Step 1: Strategic Context and Intent; Step 2: CEO's Agenda, Practices, and Style; Step 3: The Alignment of the Business System; Step 4: The Congruence Between Strategy, CEO, and Business System; Hindsight: The Ewing Township Board of Education; The Dangers of Bias and the Power of Persuasion; 7 The Board's Commitment to the CEO; Putting Tough Love to Work; Agreeing on Metrics; CEO Feedback; Identifying the Gaps; Solutions and Action Plans. |
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8 Effective Board Dynamics: How Directors Interact as a TeamTeam Stages and Team Roles; Failure of Tough Love: The Learning Studio; Formula for Success; Know Yourself; Control Yourself; Know Others; Do Something for Others; Requirements for Teamwork; The Lead Independent Director; The Chief Process Leader; Outstanding Directors; Conclusion; My Continuing Commitment; Epilogue: 2020 Foresight; The CEO and the Board; Concluding Thought; Notes; Index. |
| Summary |
In order to avoid another Enron, WorldCom, or Tyco, company directors have assumed a bold and independent role in the boardroom, monitoring the actions and day-to-day operations of the CEO. This dramatic shift has created a new dynamic, one that requires careful negotiation from both parties to get the job done. Giving directors, executives, investors, and stakeholders the tools to make this relationship work, William M. Klepper describes the best techniques for building a productive partnership and establishing a plan of action for a variety of businesses and settings. Klepper. |
| Local Note |
eBooks on EBSCOhost EBSCO eBook Subscription Academic Collection - North America |
| Subject |
Chief executive officers.
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Corporate governance.
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Decision making.
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Leadership.
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decision making. |
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BUSINESS & ECONOMICS -- Corporate Governance. |
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BUSINESS & ECONOMICS -- Leadership. |
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BUSINESS & ECONOMICS -- Organizational Development. |
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BUSINESS & ECONOMICS -- Workplace Culture. |
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Chief executive officers |
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Corporate governance |
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Decision making |
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Leadership |
| Other Form: |
Print version: Klepper, William M. CEO's boss. New York : Columbia Business School, 2010 (DLC) 2010006617 |
| ISBN |
9780231520638 (electronic bk.) |
|
0231520638 (electronic bk.) |
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9780231149884 (alk. paper) |
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0231149883 |
| Music No. |
EB00662602 Recorded Books |
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