000			01162nam a22001337a 4500
999			_c528452 _d528452
008			241206b ||||| |||| 00| 0 eng d
100			_aThomas and Zangrillo, Marianna _949349
245			_aWhy leadership teams fail
260			_aHarvard Business Review
300			_a102(5), Sep-Oct, 2024: p.51-55
520			_aIn 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
773			_aHarvard Business Review
942			_cAR