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Jim Clawson Bio: James Clawson has been a professor of Leadership and OrganizationalBehavior at the Darden Graduate School of Business Administration at the University of Virginia since 1981. He taught for three years at the Harvard Business School before joining the Darden School.
The short-term benefits of ambiguous organizationalbehaviors come at enormous long-term cost. It allows product quality issues to persist to the point of costly and reputation-sapping recalls, or market-share erosion. Ambiguity about customer requirements or preferences means you don’t have to work to satisfy them.
All of these take place within an environmental context that includes the financial markets, the economy, competition, labor markets, regulatory environments, and other environmental factors. All of these elements, the four balls and their connective axes, comprise what I have come to believe are the essential elements of leadership.
Higher-ambition leaders are able to integrate multiple business disciplines (strategy, ethics, marketing, finance and so on) into a coherent, systemic approach for building a great company. And in organizationalbehavior courses, students learn that motivating employees and developing teamwork is the measure of successful leadership.
Group dynamics are another concern when you have a standout performer on your team, says Mary Shapiro, who teaches organizationalbehavior at Simmons College and wrote the HBR Guide to Leading Teams. Today Laura manages a team of 15 employees and has responsibility over facilities and humanresources, among other areas.
The paper utilizes longitudinal administrative data from Germany to shed light on the long-term benefits of apprenticeship training programs for workers entering the labor market after completing secondary school.
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