How to Kill a Sustainable Enterprise: A not so Fictional Case
Nineteen “Rhineland” leadership practices are contrasted with less sustainable “Anglo/US” leadership practices. Key differentiators are identified to show how a well-performing Rhineland enterprise can be destroyed by implementing Anglo/US practices.
||Leadership, Sustainable Leadership
International Journal of Environmental, Cultural, Economic and Social Sustainability, Volume 2, Issue 3, pp.95-106.
Article: Print (Spiral Bound).
Article: Electronic (PDF File; 799.150KB).
Harry Bergsteiner has been researching at Macquarie Graduate School of Management since 1998, first through his doctorate and later as a research associate. He originally trained as an architect and urban planner before becoming a management scientist. After completing his doctorate on modelling accountability and responsibility processes, he now specialises in modelling leadership phenomena. He is the developer of the Integrative Leadership® model, and studies global companies in a search for sustainable leadership practices.
At Macquarie Graduate School of Management since 1997, Professor Gayle Avery focuses on leadership and people management. She brings extensive international experience as academic, consultant and entrepreneur in Australia, the US and Europe, and is co-developer of the Integrative Leadership® model. Each year, she visits global companies searching for best practice in leadership and sustainable management, where she identifies alternatives to prevailing leadership practices. She has worked in both public and private sectors, and has been involved in designing and executing leadership development programs for middle and senior management in major Australian and international organizations throughout the Asia Pacific region.
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