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High-Commitment High-Performance (HCHP) Leaders
Jaap de Jonge, CEO, Netherlands, Editor
How can CEOs under fierce pressure from capital markets avoid the trap of focusing solely on satisfying the shareholders? In the HBR of July-August 2008, Eisenstat, Beer, Foote, Fredberg and Norrgren of TruePoint present some useful guidance on how “High-Commitment High-Performance (HCHP) Leaders” are able to resolve the tension between people and performance:
1. They feel personally responsible to act as stewards of their firms’ future.
2. They earn the legitimacy to hold the strategic and moral center by a. Earning the trust of their organizations through open communication b. Being deeply engaged with their people c. Establish a focused agenda for change d. Building collective leadership capabilities
3. They develop an emotionally resonant shared
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Responsibility & profitability
Ali asghar Mazinanian The culture of the companies including the company policy makers must emphasize the establishment of criteria that result in both shareholders and cu...  |
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CEO Role
Ashraf Gamal El-Din The CEO role should be to maximize shareholder value in the long term. ... |
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Profit & Responsibility
Carlos A company must be profitable not only in order to survive but also in order to create wealth that must go back to society. Not making profit means tha... |
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Stakeholder Theory
Muhammad M. Seleem Stakeholder enrichment is a consequence of shareholder-value and not an exclusive corporate goal. According to Young & O'Byrne (2000), stakeholder sat... |
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Stakeholder Value Perspective
Steve Smith People who invest their money in companies do not do so for the "social responsibility issues" unless they have targetted a Green Company. They invest... |
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Special Interest Group Leader
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Stakeholder Value Perspective
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