New Business Development: A Challenge for Transformational Leadership
分析了成功开展新业务的企业CEO与失败者的领导行为差异，发现成功者通过激发承诺、建立信心和恰当管理失败来推动组织转型，并讨论了人力资源部门如何配合这些行为。
Abstract This article analyzes how the behavior of CEOs of major divisions of corporations who are successful at new business development differ in behavior from those who attempted new business development programs and failed. Successful top managers affected organization transformation via three major differences in leadership behavior. Successful CEOs inspired pervasive commitment throughout their division. They built confidence in their subordinates' ability to develop new business. Finally, they found ways of applying appropriate disciplines to the process, particularly in the ara of management of failure. Challenges for the HRM function in terms of orchestrating these CEO behaviors are discussed.