Donald C. Hambrick - Navigating change: how CEOs, top teams, and boards steer transformation
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Navigating change: how CEOs, top teams, and boards steer transformation
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A collection of insights and ideas on senior leadership from the worlds foremost thinkers on change management. The book features suggestions on how to bring about change effectively and offers advice from leading practioners.
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Michael L. Tushman and Andrew H. Van de Ven, Series Editors
Emerging Patterns of Innovation: Sources of Japan's Technological Edge Fumio Kodama, with a Foreword by Lewis M. Branscomb
Crisis & Renewal: Meeting the Challenge of Organizational Change David K. Hurst
Imitation to Innovation: The Dynamics of Korea's Technological Learning Linsu Kim
The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail Clayton M. Christensen
Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal Michael L. Tushman and Charles A. O'Reilly III
Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation Donald C. Hambrick, David A. Nadler, and Michael L. Tushman
Page iii
Navigating Change
How CEOs, Top Teams, and Boards Steer Transformation
Edited by
Donald C. Hambrick David A. Nadler Michael L. Tushman
Page iv
Disclaimer: Some images in the original hardcopy book are not available for inclusion in the netLibrary eBook.
Copyright 1998 by the President and Fellows of Harvard College All rights reserved Printed in the United States of America 02 01 00 99 98 5 4 3 2
Library of Congress Cataloging-in-Publication Data
Navigating change: how CEOs, top teams, and boards steer transformation/edited by Donald C. Hambrick, David A. Nadler, Michael L. Tushman. p. cm. Includes index. ISBN 0-87584-784-6 (alk. paper) 1. Leadership 2. Executive ability. 3. Organizational change. I. Hambrick, Donald C. II. Nadler, David III. Tushman, Michael. HD57.7.N39 1998 97-19266 658.4'092dc21 CIP
The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Printed Library Materials Z39 49-1984
Page v
CONTENTS
Preface
ix
I CEOs
1. The CEO in the Context of Discontinuous Change
David A. Nadler and Jeffrey D. Heilpern
3
2. Corporate Transformation and Senior Leadership
James R. Houghton
28
3. Vicissitudes of Leadership
Manfred F.R. Kets De Vries
38
4. Beyond the Russian Doll Management Model: New Personal Competencies for New Management Roles
Christopher A. Bartlett and Sumantra Ghoshal
70
5. Does It Matter Who Is the Boss? The Substance and Symbolism of Top Leadership
Jeffrey A. Sonnenfeld
98
II Top Management Teams
6. Lessons in Teamwork
Paul A. Allaire
113
Page vi
7. Corporate Coherence and the Top Management Team
Donald C. Hambrick
123
8. Conflict and Strategic Choice: How Top Management Teams Disagree
Kathleen M. Eisenhardt, Jean L. Kahwajy, and L. J. Bourgeois III
141
9. Confronting Senior Team Conflict: CEO Choices
Charles S. Raben and Janet L. Spencer
170
10. Teams at the Top: Managing the Madness
Deborah Ancona
191
III Boards of Directors
11. The Need to Improve the Board's Role in Corporate Governance
John L. Vogelstein
203
12. The Board as Agent of Change
Jay W. Lorsch
210
13. Control and Creativity in the Boardroom
Andrew Pettigrew and Terry McNulty
226
14. Toward a Behavioral Theory of the CEO-Board Relationship: How Research Can Enhance Our Understanding of Corporate Governance Practices
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