Ad
related to: kaplan and norton theory of leadership
Search results
Results From The WOW.Com Content Network
Subsequently, Kaplan and David P. Norton included anonymous details of this balanced scorecard design in a 1992 article. [5] Although Kaplan and Norton's article was not the only paper on the topic published in early 1992, [10] it was a popular success, and was quickly followed by a second in 1993. [11]
Robert Samuel Kaplan (born 1940) is an American accounting academic, and Emeritus Professor of Leadership Development at the Harvard Business School. He is known as co-creator of Balanced Scorecard .
The first diagrams of this type appeared in the early 1990s, and the idea of using this type of diagram to help document Balanced Scorecard was discussed in a paper by Robert S. Kaplan and David P. Norton in 1996. [1] The strategy map idea featured in several books and articles during the late 1990s by Robert S. Kaplan and David P. Norton.
David P. Norton (1941–2023) was an American business theorist, business executive and management consultant, known as co-creator, together with Robert S. Kaplan, of the Balanced Scorecard. [ 1 ] [ 2 ] David P. Norton co-founded Palladium Group, Inc. (previously Balanced Scorecard Collaborative) and served as its chief executive officer.
The Integrated Psychological Theory of leadership attempts to integrate the strengths of the older theories (i.e. traits, behavioral/styles, situational and functional) while addressing their limitations, introducing a new element – the need for leaders to develop their leadership presence, attitude toward others, and behavioral flexibility ...
Robert David Kaplan (born June 23, 1952) is an American author. His books are on politics, primarily foreign affairs, and travel. His work over three decades has appeared in The Atlantic, The Washington Post, The New York Times, The New Republic, The National Interest, Foreign Affairs and The Wall Street Journal, among other publications.
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962) is a theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done ...