Profiles in Leadership

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Jim McNerney didn’t win the competition to succeed Jack Welch at General Electric in 2001, but he has proven a star as CEO at Boeing. McNerney wants Boeing to lead in pushing regulators to curb the industry’s environmental impact.

Dick Cass, president of the Baltimore Ravens franchise which just claimed its second NFL title, runs a successful operation quietly, based on knowledge and skills but mostly on relationships. Here's how it breaks down.

You don’t win, as a coach, more men’s college basketball games than any other without being a phenomenal leader. Duke University's Mike Krzyzewski is a leader who happens to coach basketball. He knows that his efforts and successes are about others, not about himself ...
When Douglas R. Conant stepped in to run Campbell Soup Co. in 2001, he launched a corporate transformation that entailed making Campbell a place where employees would want to stay. One strategy for employee engagement was a focus on restoring the company’s hometown of 140 years—Camden, N.J.

Jim Koch is a sixth-generation craft brew master. But unlike previous generations, he built a beer empire, Boston Beer Co., that brings in annual revenues of more than $500 million. Here’s what inspires and drives the man behind Sam Adams beer.

Google is losing employees to hot startups, while behemoth competitors like Facebook, Amazon and Apple vie for consumers’ time. How is CEO Larry Page pulling Google through its midlife crisis?
To get a mature business innovating again, treat customers (not yourself) as the boss, says former Procter & Gamble chief A.G. Lafley. After taking over in 2000 as chief executive, Lafley pursued innovation as a customer-driven process of product development that was consistent, replicable and predictable.
At her death in 1980, Jacqueline Cochran held more speed, altitude and distance records than any other pilot in aviation history. But it wasn’t her precociousness that turned Cochran into a force in American history. It was her guts.

Sometimes, leaders must resort to subterfuge. That’s what Samuel Adams and other colonists did to whip up hostility against the English in the late 1760s. One of Adams’ tools was a news service reporting the misdeeds of the British troops in Boston, cooking up charges true and false when the situation got bad enough to incite war.

He seemed like such a regular guy that, at first, it's difficult to understand how Ken Hendricks rose from nothing to become richer than Croesus (or Oprah, in today’s dollars), with personal wealth estimated at $2.6 billion. But a close reading of Hendricks’ story yields clues to his leadership.
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