How Smart Companies Use Imitation to Gain a Strategic Edge by Oded ShenkarCopyright 2010 Oded Shenkar Summarized by permission of Harvard Business PressGetAbstract In this Abstract, you will learn: How to gain from imitation; How to avoid the risks of imitation, including being imitated yourself; How to implement various imitation…

How to Speak Your Mind When You Know What's Right  by Mary C. GentileYale UP © 2010 In this Abstract, you will learn: What values are, what they are not and how they differ from ethics and morals; How to recognize and assess values-based conflicts in your workplace; and How…

The 11 Behaviors That Can Derail Your Climb to the Top – and How to Manage Them by David L. Dotlich and Peter C. Cairo Jossey-Bass © 2003200 pages In this Abstract, you will learn: Which 11 personality fl aws can derail your career;. How to identify these weaknesses in…

Servant-Leadership is a practical altruistic philosophy which supports people who choose to serve first, and then lead as a way of expanding service to individuals and institutions. Servant-leaders may or may not hold formal leadership positions. Servant-leadership encourages collaboration, trust, foresight, listening, and the ethical use of power and empowerment.

What separates the great leaders from the good ones? What makes a manager a manager of choice by her reports, peers, and boss? What makes an individual credible with customers, suppliers, distributors, investors, and other stakeholders? While there are many dimensions to these questions, there is one common thread throughout:…

The 3 Imperatives for Becoming a Great Leader by Linda A. Hill and Kent Lineback Copyright 2011 Linda A. Hill and Lowell Kent LinebackSummarized by permission of Harvard Business Review Press In this Abstract, you will learn: Why the “3 Imperatives” – “manage yourself, manage your network and manage your…