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1、TheAmbidextrousSenior-LeadershipTeamMeredithA.Vey,MargaretG.Stergios,andRobertJ.ThomasJanuary2005ResearchReportTheAmbidextrousSenior-LeadershipTeam·February2005Whencompaniesriseorfall,tivecoaches,topmanagementWhilemostexecutivescanarticulateseniormanagemen
2、ttypicallyrecruiters,leadershipconsultants,andleadershipprinciples,thetrulyreceivesthepraise—orblame.retiredsenior-leadershipteammemberseffectiveonesactonthem.OurIt’sunderstoodthatthestrategiesforinsightsintotheinnerworkingsofexpertsrevealedthatthesecretof
3、andactionsoftheCEOandhisortopteams.What,weasked,aretheeffectiveleadershipisthattherearenoherdirectreportscanmakeorbehaviorsthatdistinguisheffectivesecrets.Alltheresourcesareinthebreakacompany.Inthefaceoffromineffectiveleadershipteams?publicdomain:thesamebo
4、oks,courses,falteringperformanceandmissedWhatimpactdothosebehaviorshaveconsultants,andcoachesareavailableopportunities,corporateboardsonorganizationalperformance?tohighandlowperformers.Leaderswillchangethecaptainandotherandlaggardsunderstandtheimpor-player
5、sontheteam.ButhowTheanswersweheardconfirmedourtanceofstrategicvision,decisiveness,doesseniorleadershipdrivehighsuspicionsaboutthecomplexnatureempowerment,andexecution.Effectiveperformance?Whatrecipedooforganizationalleadership:nooneleadersjustgetthejobdone
6、.successfulseniorleadersfollow,revealedthe“onebestway”toorganizeandwhatlessonscanwelearnatthetop.ButtheexpertsdidagreeonThisresearchalsobolsteredourhypo-fromthem?three“negative”principles:thesisabouttheconnectionbetweenleadershipbehaviorandsustainedhighAns
7、werstoquestionslikethesearepartofCohesive,collaborativesenior-leader-performance:whatmattersistheabilitythehigh-performance-businessresearchshipteamsarenotnecessaryforhighoftopmanagementtoflexinresponsecurrentlyunderwayatAccenture.Inperformance.Despitethef
8、ondnesstothecircumstancesacompanyfaces.particular,wehypothesizethatthewithwhichmanyleadersandconsul-Insomeinstances,topleadersneedtoqualityoftheleadershipteamhasgreattantsspeakaboutteams(andnobeabletochangeth
