Mary Barra has been CEO of General Motors for just three years, but already there is a mountain of lessons for other chiefs in how she has managed not only to survive but to thrive in one of the highest-profile positions of any global business leader.
People trust CEOs, it appears, so long as its their own.
CEOs have a critical role to play in reordering politics, fixing the parties, returning to the public square and working in the interest not only of business, but of the country at large.
Over the past decade, the pace of change has accelerated through technology, and we’ve developed a much deeper understanding of what drives human behaviors and business success. But these new realities have not been fully translated into how leaders run their companies.
President-elect Donald Trump has made America’s CEOs sit up and take notice with many of his pre-inauguration moves, ranging from one extreme—job-shaming—to the other, selecting corporate chiefs for some key cabinet posts.
Shortly after his victory was declared in the presidential race on Wednesday morning, Donald Trump said that it was the start of a “movement,” that it wasn’t about him.
The disastrous and embarrassing recall of Samsung's Galaxy Note 7 smartphone is showing CEOs that while a top-down leadership culture might help get things done quickly, it doesn't necessarily mean they'll get done right.
Riddled with bunkers, the path of a startup drug company demands perseverance and adaptability.
CEOs, like many others, are doubtless shaking their heads over Wells Fargo’s announcement last week that it would pay $5 million to customers and $185 million in penalties for allegedly having signed customers up for more than 2 million deposit and credit card accounts.
As the movie Sully cleaned up at the box office for the second week in a row, we took a look at lessons other CEOs and leaders could learn from Captain Sullenberger's split-second decisions.