Home » Author Archives: Dr. Thomas J. Saporito

Author Archives: Dr. Thomas J. Saporito

Dr. Thomas J. Saporito
Dr. Thomas J. Saporito (tsaporito@rhrinternational.com) is chairman and CEO of RHR International, a global firm committed to the development of top management leadership.

The CEO and Power: Are the Two a Dynamic Duo or an Odd Couple?

Power is a word that is often spoken synonymously with the office of CEO—for better or for worse. By dictionary definition, power is “the ability to act or produce an effect.” Simple enough. Yet, when it comes to how power plays out in leadership positions, understanding the dynamics can mean the difference between leading effectively and falling flat.

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Pope Francis: A Transformational CEO

There's this complex, global "business," thousands of years old, that finds itself steeped in its own history, embroiled in controversy and struggling to reconnect with its base while remaining relevant in a quickly changing landscape. Sound familiar?

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Great Boards Have Great Dynamics

Tom Saporito Sept-Oct 2014

There are “good” boards and then there are “great” boards. Increasingly, research points to the link between effective board dynamics and shareholder value. In fact, 73% of directors polled in a recent study indicated that “great” boards are a substantial component of corporate success.

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The New CEO Equation: Solving for X and Y

Ready or not, Generation X and Y now have their feet in the door of the C-suite. According to Forbes, 20 companies with market caps higher than $1.8 billion have CEOs under the age of 40. Thousands of smaller organizations have Gen X and Y leaders at the helm. Many more are working their way upward in the more traditional ...

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The CEO as Growth Leader

Although still wary of the global economy and the effect government policies will have on profit margins, CEOs are clearly feeling confident enough to begin shifting their focuses from pure survival mode to looking for growth opportunities.

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The CEO as Growth Leader

Although still wary of the global economy and the effect government policies will have on profit margins, CEOs are clearly feeling confident enough to begin shifting their focuses from pure survival mode to looking for growth opportunities.

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The CEO as Team Leader

The popular vision of the “lone hero” CEO leading the corporation to record profits is far from accurate in today’s increasingly complex operating environment. One individual simply cannot keep pace with the massive changes witnessed during the last five to ten years. To adapt, organizations are rapidly shifting to a shared-leadership model, where a carefully selected senior executive team aligns with the CEO to collectively drive the business forward.

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How to Survive as an “Interim” CEO

Appointment of an “interim” CEO usually means an organization’s succession program has failed. In a joint RHR International/Chief Executive magazine study of 236 corporate directors, 95 percent of respondents acknowledged that CEO succession is critical. Yet, more than half (53 percent) rated themselves as “ineffective” in executing their responsibilities in the process. Forty percent of the directors surveyed claimed that they are not prepared for an emergency succession.

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