Why leadership teams fail
By: Thomas and Zangrillo, Marianna
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Material type: 
BookPublisher: Harvard Business Review Description: 102(5), Sep-Oct, 2024: p.51-55.
In:
Harvard Business ReviewSummary: In pursuit of strong performance, CEOs often overlook a critical factor in organizational success: the health of their leadership team. That’s a big problem, because a dysfunctional team can be a serious drag on strategy execution. To learn more about the problems that affect leadership teams, the authors interviewed more than 100 CEOs and senior executives in a multiyear research program. They identified three main patterns of dysfunction: the shark tank, characterized by infighting and political maneuvering; the petting zoo, characterized by conflict avoidance and an overemphasis on collaboration; and the mediocracy, characterized by complacency, a lack of competence, and an unhealthy focus on past success.- Reproduced
https://hbr.org/2024/09/why-leadership-teams-fail
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | 102(5), Sep-Oct, 2024: p.51-55 | Available | AR133844 |
In pursuit of strong performance, CEOs often overlook a critical factor in organizational success: the health of their leadership team. That’s a big problem, because a dysfunctional team can be a serious drag on strategy execution. To learn more about the problems that affect leadership teams, the authors interviewed more than 100 CEOs and senior executives in a multiyear research program. They identified three main patterns of dysfunction: the shark tank, characterized by infighting and political maneuvering; the petting zoo, characterized by conflict avoidance and an overemphasis on collaboration; and the mediocracy, characterized by complacency, a lack of competence, and an unhealthy focus on past success.- Reproduced
https://hbr.org/2024/09/why-leadership-teams-fail
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