In the CEO Afterlife

FEBRUARY 19, 2012

Former subordinates, who suffered under his autocratic and abrasive style, might differ. Theoretically, the principles and personal characteristics that constitute great leadership should mirror those of greats CEOs – but not always. Is a “turnaround” artist right for a profitable, steady bureaucracy?

CEO 213

CEO Human Resources Bureaucracy Maturity 213

LDRLB

FEBRUARY 29, 2012

Former subordinates, who suffered under his autocratic and abrasive style, might differ. Theoretically, the principles and personal characteristics that constitute great leadership should mirror those of greats CEOs – but not always. Is a “turnaround” artist right for a profitable, steady bureaucracy?

CEO 122

CEO Bureaucracy Maturity Human Resources 122

LDRLB

FEBRUARY 29, 2012

Former subordinates, who suffered under his autocratic and abrasive style, might differ. Theoretically, the principles and personal characteristics that constitute great leadership should mirror those of greats CEOs – but not always. Is a “turnaround” artist right for a profitable, steady bureaucracy? Leadership bell ceo'

CEO 100

CEO Bureaucracy Maturity Human Resources 100

Harvard Business Review

MARCH 12, 2014

“Why change my leadership style? Savvy leadership is also required to know how to lead both the experimental, creative, project-loving people recruited to help capture the first customer and the organized process-loving people required to implement efficient and reliable processes.

Project 8

Project Process Entrepreneur Agility 8