In 'Big Boys Big Egos and Strategic Intelligence', the authors describe how narcissism can have productive and destructive influences on organizational outcomes. Narcissism can also be measured with objective variables. Countervailing power of the Board of Directors is the key mechanism to control a CEO’s narcissism. Strategic intelligence enables the Board to organize this countervailing power. Therefore, strategic intelligence makes the difference between productive and destructive narcissism.
Very few companies have strategic intelligence positioned on a par with other functions that report directly to the Board. Recent scientific research is the foundation for this new book and is based on a sample of nearly 1,000 S&P 500 CEOs analyzed during the period of 1992 to 2008. 'Big Boys Big Egos and Strategic Intelligence' gives the reader useful insights into productive and destructive narcissism at the top of the business world. It includes 70 practical and compelling case studies. The book offers many new ideas on how strategic intelligence can help top managers prevail over destructive narcissism.
"Great, the first book describing how destructive narcissism can be prevailed by strategic intelligence."
"Easy to read and describes how to give countervailing power to those big egos."
"The authors give many practical examples of big egos that destroyed the business, but also numerous examples of productive leadership."
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Over Antoinette Rijsenbilt
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I.1 Introduction to Narcissism
I.2 The influences of executives
I.3 The causes and consequences of CEO narcissism
I.4 The development of a CEO narcissism score
I.5 CEO narcissism and financial performance
I.6 CEO narcissism and countervailing power
I.7 CEO narcissism and fraud propensity
I.8 Corporate governance systems and control mechanism
I.9 The findings and practical implications
I.10 Strategic intelligence continuum
II.11 Strategic intelligence perspectives
II.12 The strategic management process diagnosing tool
II.13 The perils of good strategy
II.14 Strategic intelligence gives countervailing power
II.15 Analytical confidence in analysis – nine considerations
II.16 Getting inside the head of competitors
II.17 The financial crisis as an intelligence failure
II.18 Has anything changed in the financial sector in 2015?
II.19 Barriers to strategic intelligence
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