Research and Insights Archive

Research and Insights from the Center for Effective Organizations

Make Human Capital a Source of Competitive Advantage

This article by Edward E. Lawler III (CEO) looks at four areas where human capital should have a major impact on design: corporate boards, leadership, the human resource department, and information practices.

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Leadership Confidence: What Goes Down…Keeps Going Down

Theresa M. Welbourne (CEO) states that the problem we find is that when leader confidence erodes, then employee confidence declines.

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Sharing Leadership on Corporate Boards: A Critical Requirement for Teamwork at the Top

Jay A. Conger (CEO) and Edward E. Lawler III (CEO) argue that critical to the success of a high performance board is the ability of its directors to share leadership and to work as a dynamic team.

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Make Human Capital a Source of Competitive Advantage

This article by Edward E. Lawler III (CEO) looks at four areas where human capital should have a major impact on design: corporate boards, leadership, the human resource department, and information practices.

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Crafting a Path Toward Mastery: Turning a Personal Leadership Development Plan into Something

Morgan W. McCall, Jr. (USC) attempts to describe an alternative approach to creating a personal plan for developing leadership ability.

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Developing the Expert Leader

In this article, Morgan W. McCall, Jr. (USC) and George P. Hollenbeck (Hollenbeck and Associates) look at leadership through the lens of expertise and relate the findings of a wide range of research on experts, expertise, and expert performance to how we think about leaders and leadership development.

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What’s a Leadership Book, Anyway?

Nearly every author alive who has written a significant book on leadership gathered recently at Harvard’s Kennedy School to celebrate the career of the patriarch of their field, the redoubtable eighty-one year-old Warren Bennis.

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Grooming for the Top Post and Ending the CEO Succession Crisis

Yan Zhang (Rice University) and Nandini Rajagopalan (USC) compare three different types of options and related processes of CEO succession: relay succession, non-relay inside succession, and outside succession.

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Who’s in the Boardroom and Does It Matter: The Impact of Having Non-Director Executives Attend Board Meetings

The present study by Edward E. Lawler III (CEO) and David Finegold (Keck Graduate Institute) looks at the impact of having key senior executives attend board meetings even though they are not on the board.

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Corporate Governance and Job Creation: Changes in U.S. Boardrooms After Sarbanes Oxley

This chapter by David Finegold (Keck Graduate Institute) and Edward E. Lawler III (CEO) provides an overview of how the Boards of U.S. public corporations operate today and are changing in light of new legislation, regulations, and guidelines.

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Why Business Schools Have Lost Their Way

Warren Bennis (USC) and Jim O’Toole (CEO) discuss how MBA programs face intense criticism for failing to impart useful skills, failing to prepare leaders, failing to instill norms of ethical behavior–and even failing to lead graduates to good corporate jobs.

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