财务领导力修炼——2009中国CFO年度人物特别报道

对大多数人来说,财务领导力听起来很时髦,但其实它是老问题。当前复杂的经济环境使首席财务官(CFO)们意识到,财务领导力并非是赶时髦的东西,实际上,公司急需财务领导力。     

“三维十二度”领导力

正领导力就是把握组织使命及动员人们围绕这个使命奋斗的一种能力。——德鲁克领导力就是动员大家为了共同的愿景而努力奋斗的艺术。——库泽斯领导力是转变他人的思维方式,激发行动,并以此来成就事物的能力。——蒂奇     

新常态下的全球领导力

世界银行常务副行长英卓华在2015年中国发展论坛上发表讲话，他说：需求再平衡之路是复杂的。中国需要降低债务占GDP的比重，逐渐摆脱以信贷驱动投资作为需求增长的驱动力。虽然外需能够拉动部分疲软经济，但在世界增长乏力的情况下重返经常账户盈余，既不必要也不可行。     

“黄金分割”与领导力

在自然界中,有许多现象人们已经感知了,但不一定完全掌握其规律,有的已经掌握了的规律也不一定完全自觉地运用好,黄金分割定律就是这样一种让许多人痴迷,而又有许多人不甚了解的定律。黄金分割的科学价值不可低估黄金分割又称黄金律,是指事物各部分间一定的数学比例关系,即将整体一分为二,较小部分与较大部分之比等于较大部分与整体之比,其比值为0.618,这种比例关系最能适应人的感受,引起人的美感,适合地球上多数动植物的生长要求,因此被称为黄金分割。     

Leadership is a conversation

Globalization and new technologies have sharply reduced the efficacy of command-and-control management and its accompanying forms of corporate communication. In the course of a recent research project, the authors concluded that by talking with employees, rather than simply issuing orders, leaders can promote operational flexibility, employee engagement, and tight strategic alignment. Groysberg and Slind have identified four elements of organizational conversation that reflect the essential attributes of interpersonal conversation: intimacy, interactivity, inclusion, and intentionality. Intimacy shifts the focus from a top-down distribution of information to a bottom-up exchange of ideas. Organizational conversation is less corporate in tone and more casual. And it's less about issuing and taking orders than about asking and answering questions. Interactivity entails shunning the simplicity of monologue and embracing the unpredictable vitality of dialogue. Traditional one-way media-print and broadcast, in particular-give way to social media buttressed by social thinking. Inclusion turns employees into full-fledged conversation partners, entitling them to provide their own ideas, often on company channels. They can create content and act as brand ambassadors, thought leaders, and storytellers. Intentionality enables leaders and employees to derive strategically relevant action from the push and pull of discussion and debate.     

佩斯模型

“佩斯模型”针对个人的财务绩效和领导力水平进行准确的预测,为财务领导力的提升开辟了一条全新的路径。     

Strengthening Political Leadership in UK Local Government

Many councillors and officers in local government have begun to question long-established approaches to local authority leadership and management. This article shows that there is growing interest in developing new ways of revitalizing local democracy and projecting the value of local government. It examines some of the models of local authority management found in other countries, including the directly elected mayor. The article argues that the responsibilities of the executive need to be separated from those of the council. Legal barriers which prevent UK local authorities from reshaping their organizations to meet new challenges need to be removed.     

Creativity, Leadership and Change

The Department for Education and Employment's (DfEE) Permanent Secretary asks what needs to be done to deliver better public services. What are the priorities for modernization and how can these be achieved? He explains that the civil service has often under-valued management, skimped on management development, left project managers inadequately trained and recognized, and failed to reward effective service delivery. Improving delivery therefore requires a major cultural shift. He discusses four key issues: creativity, leadership, delivery, and community ownership.     

Leadership and control system design

Little attention has been given to the role of leadership characteristics in the organization design literature despite significant evidence of its importance in explaining firm behavior. This study develops and tests a model to assess the effects of leadership style on three control choices that are considered integral elements of a firm's management control system; namely the delegation choice, the use of planning and control systems and the performance measurement system. Our results, based on data collected from 128 profit center managers, indicate that leadership style is a significant predictor of senior management's use of the planning and control system and their use of the performance measurement system for rewarding lower-level managers. After controlling for operating contextual factors (namely, subunit interdependencies and knowledge asymmetries) we find no effect of leadership style on delegation choices but do find that leadership style influences the use of planning and control systems as predicted.     

Audit Pricing of Shared Leadership

This study explores audit implications of shared leadership in client firms. Analyzing data from 2002 to 2013 of Korean listed companies, we find that auditors spend fewer audit hours and charge lower audit fees for clients with multiple CEOs. Additional tests reveal that the lower audit fees for co-CEO clients are likely attributable to reduced audit effort rather than to reduced hourly rates. We also document that firms with co-CEOs exhibit better-reporting quality than do firms with a solitary CEO. In sum, this article presents evidence that mutual monitoring via co-CEO appointments assures high-quality financial reporting of audit clients, and thus leads to reduced audit fees.     

优秀CEO的领导之道

亚力克斯·莫利曾这样说：“做领导就是要调动其他人从事更伟大的事业。照我做的去做比照我说的去做更令人信服。内在的热情是最有力的鼓动因素”。做一个优秀的CEO应该具备哪些特质？怎样才能成为一个优秀的CEO？在澳洲会计师公会CEO亚力克斯·莫利先生来京参加他的新书《没有不挫折的人生》（中文版）发布会之际,《国际融资》杂志记者专程采访了他,请他分享职业成功的经验以及对企业领导者的建议。     

Leadership Structure and Corporate Governance in Switzerland*

The question of whether the CEO should also serve as chairman of the board continues to be a controversial issue in corporate governance. While “agency cost” arguments would lead one to advocate separation of the top decision‐making and control functions, there are efficiency and coordination arguments for vesting the powers of the CEO and chair in the same person. And helping to keep the controversy alive, the empirical evidence on U.S. companies is inconclusive, with no clear loss of value associated with having combined CEO/chairmen. The authors use their recent research on Swiss companies, for which separation of the CEO and chair has long been the rule, to shed light on whether one leadership structure clearly dominates. But like most previous studies of U.S. companies, the authors report no evidence of a systematic difference in valuation between companies with combined and those with dual leadership. The authors also investigated whether companies with CEO‐chairmen use other governance mechanisms to counteract potential agency problems associated with giving the CEO effective control. Consistent with this hypothesis, the authors report that CEO/chairmen tend to have larger percentage ownership than CEOs who are not chairmen, but at the same time they find that the value of the firm appears to rise with increases in CEO equity holdings up to a certain point—around 40–50%— and then declines with further increases above that point. The suggestion here is that the potential for agency costs associated with combining the two leadership functions appears to be managed by providing larger—though not too large—equity incentives for CEO/chairmen. Finally, the authors investigated whether firm value is significantly related to firm‐level corporate governance as measured by a broad survey‐based index for a representative sample of Swiss firms. The results show a positive and significant relationship between the governance index and firm value—one that proves robust after controlling for a series of other governance mechanisms related to ownership structure and board characteristics as well as the possible “endogeneity” of these mechanisms.     

Leadership development in the age of the algorithm

By now we expect personalized content--it's routinely served up by online retailers and news services, for example. But the typical leadership development program still takes a formulaic, one-size-fits-all approach. And it rarely happens that an excellent technique can be effectively transferred from one leader to all others. Someone trying to adopt a practice from a leader with a different style usually seems stilted and off--a Franken-leader. Breakthrough work at Hilton Hotels and other organizations shows how companies can use an algorithmic model to deliver training tips uniquely suited to each individual's style. It's a five-step process: First, a company must choose a tool with which to identify each person's leadership type. Second, it should assess its best leaders, and third, it should interview them about their techniques. Fourth, it should use its algorithmic model to feed tips drawn from those techniques to developing leaders of the same type. And fifth, it should make the system dynamically intelligent, with user reactions sharpening the content and targeting of tips. The power of this kind of system--highly customized, based on peer-to-peer sharing, and continually evolving--will soon overturn the generic model of leadership development. And such systems will inevitably break through any one organization, until somewhere in the cloud the best leadership tips from all over are gathered, sorted, and distributed according to which ones suit which people best.     

信达思:塑造财务领导力

为塑造会计人员的财务领导力,美国信达思公司建立了一个四步骤的"领导力循环"框架。本文将介绍美国信达思公司(Cintas)租赁分部的财务部所采用的战略,帮助财务人员发展领导能力。信达思公司为近80万家企业提供工作制服、门垫、卫生间用品、促销产品、急救与安全防护产品、防火设施,以及文件管理服务。2009财务年度,公司实现销售收入38亿美元。租赁分部的会计部大约有40个合伙人(信达思公司将所有员工称为"合伙人"),支持250多个工厂和分支机构,创造的年销售收入达30     

三边互动的图书馆领导生态初探

图书馆的领导者、被领导者、领导环境的三边互动，构成了图书馆的领导生态。本文以图书馆领导活动作为研究对象，着重剖析领导活动的主体——领导者，分析领导活动的基础——被领导者，解析与领导过程直接相关的因素——领导环境，从各种类型特点的利弊探讨如何运用和谐的图书馆机制，积极改善图书馆人文环境，促进三边的良性互动。     

The Elected Mayor and Local Leadership

This article examines the new leadership role of the English elected mayor. The authors suggest that the management and governance of the local authority is subject to significant change within the mayoral system, and that elected mayors represent a form of strong political management which is essentially new within English local government. The authors discuss the prospects for the future of the executive mayor, and suggest potential areas for further research, including succession planning in mayoral authorities, the nature of the first mayoral re-election campaigns outside London, and the possible growth of this form of local leadership.     

Innovation, Futures Thinking and Leadership

There are at least three strands of innovation: generating value from putting ideas into practice; creativity and inventive space; and macro-level social change. Recognizing the sources of and barriers to innovation in the public sector, this article reflects on how innovation and creativity in these senses can be nurtured and how the public sector can improve its policy and organizational processes to increase innovation.     

Leadership and the psychology of turnarounds

Turnaround champions--those leaders who manage to bring distressed organizations back from the brink of failure--are often acclaimed for their canny financial and strategic decision making. But having studied their work closely, Harvard Business School's Rosabeth Moss Kanter emphasizes another aspect of their achievement. These leaders reverse the cycle of corporate decline through deliberate interventions that increase the level of communication, collaboration, and respect among their managers. Ailing companies descend into what Kanter calls a "death spiral," which typically works this way: After an initial blow to the company's fortunes, people begin pointing fingers and deriding colleagues in other parts of the business. Tensions rise and collaboration declines. Once they are no longer acting in concert, people find themselves less able to effect change. Eventually, many come to believe they are helpless. Passivity sets in. Finally, the ultimate pathology of troubled companies takes hold: denial. Rather than volunteer an opinion that no one else seems to share, people engage in collective pretense to ignore what they individually know. To counter these dynamics, Kanter says, and reverse the company's slide, the CEO needs to apply certain psychological interventions--specifically, replacing secrecy and denial with dialogue, blame and scorn with respect, avoidance and turf protection with collaboration, and passivity and helplessness with initiative. The author offers in-depth accounts of how the CEOs at Gillette, Invensys, and the BBC used these interventions to guide their employees out of corporate free fall and onto a more productive path.