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A board peopled with renegades Is a disaster waiting to happen. Here's how to bring the renegades back Into the fold.

Investigates the place that storytelling has in company communications, and states that storytelling has a wide and varied range of applications. Gives various organizations’ views on where storytelling adds value and how leaders can use this better to develop their organizations in this global world. Sums up that bonds thus created provided better returns on both personal and organizational levels.

The purpose of this article is to identify circumstances under which executive coaching is and is not an appropriate performance management tool. Alternative performance management measures and guidelines for structuring executive coaching engagements are also included.

The information on which this article is based derives primarily from the author’s coaching experience. Workplace application support of these principles is included in the form of input from high‐level executives and one coach.

Executives who have been coached or coached others support the finding that coaching is never a substitute for performance feedback and can only serve as an effective performance management tool when certain conditions are met.

Coaching interventions to halt derailment can be avoided with timely performance feedback and management.

Executive coaching is a performance management tool, not a substitute for performance management.

The purpose of this paper is to explore the negative consequences of excessive overachieving behavior on leaders, their peers, their subordinates and the organization. Readers will learn to recognize overachiever behaviors and develop the skills to channel that behavior more effectively.

Illustrate the consequences of overachievers through research and real‐word examples and offer practical suggestions that overachievers can utilize to maximize their potential for success.

When organizations learn to recognize when overachieving behaviors are strengths and when they become an Achilles heel, organizations create healthier environments, which allow a greater number of employees to succeed in achieving organizational goals.

Our society is producing more overachievers than ever before which conflicts with the changing business environment that requires more innovation and collaboration for better decision making.

Overachievers are a tremendous asset to an organization when, and only when, the dark side of overachieving behavior is recognized, understood and managed appropriately.

Reinforce the importance of influence skills, collaborative decision‐making and flexible leadership styles in today's complex business environment.

Introduce research conducted by Robert Cialdini, Ph.D. on influence and explain how these skills can be applied through examples and quotes from senior executives.

Influence skills help leaders get colleagues on board for change initiatives, access resources, guide teams, develop shared goals, reduce resistance, encourage teamwork beyond functional boundaries, win support from those with competing agendas, empower others and sell ideas to the boss.

When leaders harness the power of influence, they create a shared sense of responsibility, improve communications, encounter fewer problems with change‐implementation, discover more innovation and creativity, experience less attrition and less resistance while gaining access to more information for better decision making.

Leaders benefit from recognizing the importance of influence skills and taking the steps to increase their sphere of influence by nurturing a culture in which these skills can flourish.

The objective of this paper is o explore the negative consequences of dysfunctional working relationships on individuals, teams and organizations as a whole. More importantly, this article will equip leaders with the insights necessary to recognize the symptoms of this negative behavior and the skills leaders need to develop in order to minimize its impact on organizations.

Illustrate the consequences of dysfunctional working relationships through real‐word examples and offer practical suggestions for identifying and eliminating the resulting negative behavior.

Dysfunctional working relationships can wreak havoc on organizational effectiveness. But, there are early warning signs that leaders can recognize in order to intervene with appropriate action.

In today's environment of corporate downsizing and a sluggish economy, there is increased pressure to produce more innovative solutions to problems with fewer resources. This confluence of factors creates a climate ripe for the growth of dysfunctional relationships.

While harmony and cooperation are important, we have lost sight of the positive impact that healthy and constructive conflict can bring in terms of developing and applying optimal problem solving skills. Conflict, however, must be managed properly and not allowed to spiral into dysfunctional behavior.

Fueled by the relentless pressures of the 24/7 work schedule, globalization, large‐scale initiatives and scarce resources, leaders today are experiencing more and more stress, fatigue and total burnout. At the same time, few leaders have learned the important lessons about addressing inherent stressors. Instead, leaders often choose to continue pursuing a pace that ultimately negatively affects both their work and personal lives. In fact, it is rare for leaders to stop their fast‐paced cycles, reflect on the goals and strategies they are creating and recognize the need to step back and use their change agent skills to improve their own work environment. Leaders can harness their strengths as strategic thinkers and risk‐takers in an effort to create a healthier and more effective balance. This article discusses the ways to do that through recognizing the causes, unlearning bad habits and recommitting to a more balanced life for themselves and their co‐workers. Campbell Soups CEO, among others, is cited as one good example.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Analogies between sports and business have always been made, and sometimes the ease with which they slip into the business argot can oversimplify and distort any kind of objective analysis. The temptation to make such comparisons is easy to understand – words like “performance”, “results” and “winning” are used commonly in both areas, and so much so‐called management‐speak utilizes sporting jargon all the time, so that “ballpark figures” arrive “out of left field”.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

This paper aims to understand the Return on Investment (ROI) of academic libraries. It shows different aspects of returns on investment from academic libraries (ROI concept, components, calculating ROI). The study helps the academic libraries to know the efficiency, performance and achievement in terms of students, research scholars, teachers and staff should be enhanced to increase returns on library investment.

This research paper discusses various formulas for calculating ROI from the academic library, like the general ROI formula, the concept of origin ROI's formula and models. However, the study set forth some of the limitations. The study is limited to the ROI analysis of academic Libraries. It is believed that study may be helpful to the libraries to understand the concept of return on investment to offer better library services.

The study helps understands the concept of return on investment from academic libraries and services. In times of economic crisis and budgetary constraints, Library Advocacy needs to determine the economic value of resources in institutions to assist in decision-making. This paper presents more extensive study aimed at recognizing the importance of academic libraries. The economic and social pressure to affirm the position of libraries in academic libraries depends on demonstrating their importance, especially in terms of return on investment. Though it is important to get insight into returns, it has several challenges which are outlined and discussed.

This research can also be useful in decision-making, library collection development and system analysis of the institutional library. ROI presents an essential parameter for increasing the ranking system of the institution. ROI is considered the most important metrics for evaluating the value of libraries is the return on investment.

The purpose of this paper is to interview Paula Kaufman, Dean of Libraries, to help better understand return on investment (ROI) and the increasing importance of demonstrating our value, as libraries, as librarians, indeed, as public service librarians.

During 2007, a small project team was assembled to develop a model that would calculate a return on investment to an institution for its library. The team consisted of Chrysanne Lowe and Kira Cooper from Elsevier, Paula Kaufman from UIUC, Judy Luther of Informed Strategies, and Dr Carol Tenopir from the Center for Information and Communication Studies at the University of Tennessee, Knoxville.

The results of this groundbreaking study were reported early this year in a white paper entitled, “University investment in the library: what's the return? A case study at the University of Illinois at Urbana‐Champaign” by Judy Luther. The model the team developed showed a 4‐to‐1 return.

This study seeks to determine the value of ROI and in library terms ROI refers to the return on an organization's investment in its library. ROI would therefore answer the question of how much quantifiable value the University received for every dollar it invested in its library.