The Center For Leadership Studies

NOVEMBER 23, 2020

In this time of unrest and change, the role of Emotional Intelligence (EI) in leadership has emerged as the critical skill set for leaders. Peter Drucker in “Management Challenges for the 21 st Century” stresses that, “Self-awareness and the capacity to build mutually satisfying relationships provide the backbone of strong management.”

Emotional Intelligence 98

Emotional Intelligence Self-aware P&L Leadership 98

Harvard Business Review

SEPTEMBER 30, 2015

Drucker Forum 2015: Managing in the Digital Age. This post is one in a series of perspectives by presenters and participants in the 7th Global Drucker Forum. Not surprisingly, low-skilled jobs are most threatened, but even intermediate jobs could also be affected. This change is happening more commonly than we think.

Maturity 8

Maturity Drucker Osborne Middle Management 8

Harvard Business Review

NOVEMBER 1, 2016

Second, as a 20-year review from 1993 to 2012 showed, CEOs’ judgment affects key strategic and managerial processes , such as staffing, financing, and marketing decisions. Jeffrey Skilling’s greed cost Enron shareholders $63 billion. Especially When They Are Bad.

CEO 8

CEO Drucker Peer Review Reputation 8

Harvard Business Review

OCTOBER 4, 2011

Peter Drucker was writing about it nearly 50 years ago, and over the last decade it has come back in vogue. Developing weak technical skills is a matter of attending training classes, reading relevant publications, taking on job assignments in which you can hone your expertise, and so on. It works because it follows your interests.

Finance 14

Finance Class Drucker Report 14

Strategy Driven

OCTOBER 21, 2011

Twelve cases are written as narratives with multiple teaching points, but without a focus on a particular business decision; the remaining twenty-three cases were written around specific conundrums related to strategy, operations, finance, marketing, leadership, culture, human resources, organizational design, business model, and growth.

Learning-by-Doing 62

Learning-by-Doing Price Bottom-up Finance 62

Harvard Business Review

SEPTEMBER 28, 2015

He studied the relative importance of management teams in 106 venture capital-financed firms from early business plan to IPO. perform better than CEOs whose softer skills such as team building or listening dominate. Chicago’s Steve Kaplan’s findings on the difference that managers can make are even more sobering.

Stage-Gate 8

Stage-Gate Kaplan Competitive Advantage Intangible Assets 8

Harvard Business Review

OCTOBER 31, 2013

Peter Drucker. At least in Silicon Valley, management is becoming just another operating function, like payroll and finance and sales, all serving to facilitate the work of the technically and creatively skilled who do the heavy lifting. So much of what we call management consists in making it difficult for people to work.

Management 9

Management Drucker Creativity Finance 9