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Synopsis
Excerpt from Leadership Style and Incentives: September 1990
Students of business organizations have long recognized that the heads of different companies exercise their authority in different ways. Some leaders are quite autocratic; they seek and receive only minimal advice from their subordinates. Other leaders are more democratic and seek consensus within their organizations. Some chief executive officers issue directives concerning minute details of operation. Others suggest only broad principles and give considerable autonomy to those below them.
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About the Author
Julio Rotemberg is the William Ziegler Professor of Business Administration at the Harvard Business School and a Research Associate of the National Bureau of Economic Research.
Garth Saloner is the Jeffrey S. Skoll Professor of Electronic Commerce, Strategic Management and Economics at the Graduate School of Business at Stanford University where he has headed the Strategic Management group since 1990. He has taught strategic management, competitive strategy and e-commerce courses for MBAs and in executive education. He served as Associate Dean for Academic Affairs and Director of Research and Curriculum Development from 1993-1996. He has served as a Co-Editor of the Rand Journal of Economics and on the editorial boards of the Strategic Management Journal, the International Journal of Industrial Organization, and Economics of Innovation and New Technology. He has also served as a member of the Steering Committee of the National Bureau of Economic Research Program in Industrial Organization and is a Research Associate in that program. Professor Saloner has a Ph.D. in Economics, Business, and Public Policy from Stanford.
Andrea Shepard is an Associate Professor of Strategic Management and Economics at the Graduate School of Business at Stanford University. Professor Shepard has taught strategic management, technology strategy and competitive strategy courses for MBA's and in executive education. She has served as a Co-Editor of the Journal of Industrial Economics, the Journal of Economics and Management, and as an Associate Editor for Business Policy at Management Science. She is a Research Associate at the National Bureau of Economic Research and has served on the Program Committee for the Econometric Society. Prior to joining Stanford's GSB, she was a member of the Economics Department faculty at the Massachusetts Institute of Technology. Professor Shepardhas a Ph.D. in Economics from Yale University.
Joel Podolny is the William R. Timken Professor of Organizational Behavior and Strategic Management at the Graduate School of Business at Stanford University. He has taught MBA, executive, and Ph.D. courses in the areas of organizational behavior, organizational design, strategy, and global management. He is currently the Associate Dean for Academic Affairs. He served as consulting editor for the American Journal of Sociology. His articles have appeared in the Strategic Management Journal, Administrative Science Quarterly, American Journal of Sociology, and American Sociological Review. Professor Podolny has a Ph.D. in Sociology from Harvard University.
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Leadership Style and Incentives: September 1990 (Classic Reprint)
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Paperback. Condition: New. Print on Demand. This book delves into the fascinating relationship between a firm's environment and the optimal leadership style it should adopt. The author, a respected professor of economics, presents a groundbreaking economic model that demonstrates how incomplete contracts between firms and their managers can significantly impact leadership dynamics and firm profitability. The book challenges the traditional view that more autocratic leadership is always preferable. The author argues that in environments rich with potentially profitable ideas, a participatory leadership style is often more effective in encouraging managers to explore and bring forward innovative concepts. Conversely, when the environment is less conducive to innovation, autocratic management may yield greater profits. Through a detailed analysis of different leadership styles and their impact on incentive contracts, the book provides a nuanced understanding of the complexities involved in selecting the right leadership approach for a given business context. The author's insights shed light on the importance of matching leadership style to the specific needs and challenges of the firm's environment, ultimately leading to enhanced profitability and organizational success. This book is a reproduction of an important historical work, digitally reconstructed using state-of-the-art technology to preserve the original format. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in the book. print-on-demand item. Seller Inventory # 9781332620517_0
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Leadership Style and Incentives September 1990 Classic Reprint
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PAP. Condition: New. New Book. Shipped from UK. Established seller since 2000. Seller Inventory # LW-9781332620517
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Leadership Style and Incentives September 1990 Classic Reprint
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PAP. Condition: New. New Book. Shipped from UK. Established seller since 2000. Seller Inventory # LW-9781332620517
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