Symbol and substance in strategic leadership

Article Abstract:

The symbolic and substantive dimensions of leadership are examined. This analysis involves three interactive elements that influence the capability of leaders to form organizational destinies and impact on their performance. The first element is the significance of the history and present context of an organization in shaping the nature of the strategic challenges facing leaders during their tenure. The second involves the capacity of leaders in having the vision and commitment in meeting the historic challenges and opportunities. The third element is the role played by the symbolic character of leadership in influencing the capacity of leaders to produce significant organizational results. Two companies are then examined within this tri-element framework. The analysis demonstrates that the symbolic aspect of leadership is important in helping leaders to produce unique contributions on the performance and development of the organizations.

Leadership

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Darwinism at its best: survival of the talented

Article Abstract:

General Electric's (GE) management system allows the company to take advantage of sell-off opportunities created by other companies. GE believes that its management team can revive the fortunes of low-earning companies in various industries. Dennis Dammerman, chairman and chief executive officer of GE Capital Services, states that the first requirement for success is to hire and retain talented people. Corporate leadership must also manage direct distribution to customers; this is now possible due to the electronic revolution and use of the Internet.

Australia, Iron and Steel Mills, Blast furnaces and steel mills, Blast Furnaces & Steel Mills, Planning, Column, Steel industry, Dammerman, Dennis, Every, Bob, BHP Coated Steel Corp.

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Creating value in the multi-business firm

Article Abstract:

The author suggests that organizational learning, business-relatedness, and leadership in multi-business firms may be more important factors to creating value than formal strategic management. Topics addressed include corporate core competencies, successful diversification, and organizational orientation, focusing on the structure and organization at General Electric Co.

Management Theory & Techniques, Executive ability, Organizational learning

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