We follow Dr. Luc Verburgh through his first two years as CEO of Wellant College. He arrived there in the middle of a major strategic change and his mandate was to implement a change away from a traditional learning model to a new one. His first task was to define, with the executive team, the...

A key distinction, mentioned by Dubin (1979, p. 227) , is “leadership at a distance.” When Dubin was writing, there was little research on this topic. More recently, however, there has been an upsurge in leadership-at-a-distance work. We see a major review by Antonakis and Atwater (2002) ,...

A key question with which many senior executives struggle concerns the development of future generations of leaders throughout their organizations. Because these senior leaders realize that they cannot personally groom these next generations of leaders, they have started to explore what...

We explore how leaders get real commitment for their visions. We propose that leaders need to pay significant attention to and get broad involvement in three stages of the vision creation and dissemination process. First, they need involvement in the creation of the vision and buy-in from the...

In this chapter we discuss the “Nestlé on the Move” program. The program focuses especially on the areas of leadership and people development and finding ways to better align people with the organization, gain their insights, engage them cooperatively, and stimulate initiative.