a better approach: situation-oriented, interchangeable CEOs

Parket, I. Robert
June 1977
Advanced Management Journal (03621863);Summer77, Vol. 42 Issue 3, p14
Academic Journal
Describes the situation-oriented, interchangeable top-level management, a situational approach to corporate leadership. Leadership demands on chief executive officers; Team approach to the presidency; Challenges facing companies.


Related Articles

  • When to Consider Splitting CEO, Chairman Roles. Steinberg, Richard M. // Compliance Week;Jul2010, Vol. 7 Issue 78, p38 

    The article presents the author's views on corporate governance issues regarding the roles of board chairman and chief executive officer (CEO). He muses on the evolvement of power structures and management responsibilities within the organization. The author thinks that the pressure to separate...

  • Transparency Paradox. Dilenschneider, Robert L. // Executive Excellence;Aug2004, Vol. 21 Issue 8, p20 

    Presents guidelines for the chief executive officer seeking to lead a transparent company, yet mindful of confidentiality. Telling the truth, and abiding by commitments; Delivery of the right value to each group of stakeholders; Need to understand the promise and peril of transparency; Leading...

  • Be positive, say FDs- turned-CEOs. Reynolds, Bob // Accountancy;Nov2005, Vol. 136 Issue 1347, p50 

    Discovers how the corporate governance approach of British finance directors (FD) has to change when they become CEO. Central skills of leading; Demand for FD who can communicate well; Defining quality of a good CEO.

  • Enduring Greatness. Collins, Jim // Leadership Excellence Essentials;Jan2011, Vol. 28 Issue 1, p8 

    The article discusses sustaining the success of an organization through its leaders. The author argues that an organization is corroded with the rise of a celebrity chief executive officer (CEO) and that great companies have Level 5 leaders. It lists several characteristics of these leaders...

  • Disclosure.  // Corporate Board;Nov/Dec97, Vol. 18 Issue 107, p27 

    States that the organization, Business Roundtable abhors corporate governance that adopts a rigid set of rules. Criticism on cumulative voting; Flexibility of board compensation; Views about term limits for directors; Position of the organization on different corporate issues.

  • How compensation gets manhandled. Brossy, Roger; Balkcom, John // Directors & Boards;Spring2004, Vol. 28 Issue 3, p43 

    Provides list of suggestions for sharpening compensation committee foresight. Characteristics of the real or imagined domineering chief executive officers; Dealing in piece parts; Setting a compensation.

  • Should I stay or should I GO? Simms, Jane // Director;Mar2001, Vol. 54 Issue 8, p64 

    Discusses the role of chief executive officers (CEO) and the factors which would force their resignation. General reasons for the resignation of CEOs; Responsibilities of a CEO.

  • BOARD LEARDERSHIP AND FIRM PERFORMANCE. Harjoto, Maretno A.; Hoje Jo // Journal of International Business & Economics;10/20/2008, Vol. 8 Issue 3, p143 

    We examine the effects of internal and external corporate governance and monitoring mechanisms on the value and performance of firm choosing various leadership structures. Employing a large and extensive sample during the 1995-2005 period, we find that after correcting for the endogenous...

  • Healthcare's Kim Campbell. Birchfield, Reg // New Zealand Management;Jun2004, Vol. 51 Issue 5, p42 

    Presents an interview with Kim Campbell, CEO of the Healthcare Manufacturing Group, on his approach to leadership. Enforcement of the Med-Safe audited manufacturing rules; Changes in management plans; Management strategy.


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics