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The uncompromising leader.
Harv Bus Rev. 2008 Jul-Aug; 86(7-8):50-7, 157.HB

Abstract

Managing the tension between performance and people is at the heart of the CEO's job. But CEOs under fierce pressure from capital markets often focus solely on the shareholder, which can lead to employee disenchantment. Others put so much stock in their firms' heritage that they don't notice as their organizations slide into complacency. Some leaders, though, manage to avoid those traps and create high-commitment, high-performance (HCHP) companies. The authors' in-depth research of HCHP CEOs reveals several shared traits: These CEOs earn the trust of their organizations through their openness to the unvarnished truth. They are deeply engaged with their people, and their exchanges are direct and personal. They mobilize employees around a focused agenda, concentrating on only one or two initiatives. And they work to build collective leadership capabilities. These leaders also forge an emotionally resonant shared purpose across their companies. That consists of a three-part promise: The company will help employees build a better world and deliver performance they can be proud of, and will provide an environment in which they can grow. HCHP CEOs approach finding a firm's moral and strategic center in a competitive market as a calling, not an engineering problem. They drive their firms to be strongly market focused while at the same time reinforcing their firms' core values. They are committed to short-term performance while also investing in long-term leadership and organizational capabilities. By refusing to compromise on any of these terms, they build great companies.

Authors+Show Affiliations

Harvard Business School, Boston, USA. reisenstat@truepoint.comNo affiliation info availableNo affiliation info availableNo affiliation info availableNo affiliation info available

Pub Type(s)

Journal Article

Language

eng

PubMed ID

18681297

Citation

Eisenstat, Russell A., et al. "The Uncompromising Leader." Harvard Business Review, vol. 86, no. 7-8, 2008, pp. 50-7, 157.
Eisenstat RA, Beer M, Foote N, et al. The uncompromising leader. Harv Bus Rev. 2008;86(7-8):50-7, 157.
Eisenstat, R. A., Beer, M., Foote, N., Fredberg, T., & Norrgren, F. (2008). The uncompromising leader. Harvard Business Review, 86(7-8), 50-7, 157.
Eisenstat RA, et al. The Uncompromising Leader. Harv Bus Rev. 2008 Jul-Aug;86(7-8):50-7, 157. PubMed PMID: 18681297.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - The uncompromising leader. AU - Eisenstat,Russell A, AU - Beer,Michael, AU - Foote,Nathaniel, AU - Fredberg,Tobias, AU - Norrgren,Flemming, PY - 2008/8/7/pubmed PY - 2008/8/19/medline PY - 2008/8/7/entrez SP - 50-7, 157 JF - Harvard business review JO - Harv Bus Rev VL - 86 IS - 7-8 N2 - Managing the tension between performance and people is at the heart of the CEO's job. But CEOs under fierce pressure from capital markets often focus solely on the shareholder, which can lead to employee disenchantment. Others put so much stock in their firms' heritage that they don't notice as their organizations slide into complacency. Some leaders, though, manage to avoid those traps and create high-commitment, high-performance (HCHP) companies. The authors' in-depth research of HCHP CEOs reveals several shared traits: These CEOs earn the trust of their organizations through their openness to the unvarnished truth. They are deeply engaged with their people, and their exchanges are direct and personal. They mobilize employees around a focused agenda, concentrating on only one or two initiatives. And they work to build collective leadership capabilities. These leaders also forge an emotionally resonant shared purpose across their companies. That consists of a three-part promise: The company will help employees build a better world and deliver performance they can be proud of, and will provide an environment in which they can grow. HCHP CEOs approach finding a firm's moral and strategic center in a competitive market as a calling, not an engineering problem. They drive their firms to be strongly market focused while at the same time reinforcing their firms' core values. They are committed to short-term performance while also investing in long-term leadership and organizational capabilities. By refusing to compromise on any of these terms, they build great companies. SN - 0017-8012 UR - https://www.unboundmedicine.com/medline/citation/18681297/The_uncompromising_leader_ DB - PRIME DP - Unbound Medicine ER -