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With a few changes, any team can increase its speed and effectiveness.
In conversations with more than 50 limited partners around the world, we found that industry leaders expect to see general partners take an increasingly sophisticated and effective approach to their talent agendas.
Leaders of accelerating organizations think and act differently. These eight mind-sets distinguish the best from the rest.
For directors, an understanding of leadership styles can enrich judgments and discussions about CEO performance, CEO candidates, and the kind of leadership needed in specific business situations.
Improve the quality of your organization's leadership by focusing on the four factors that correlate with superior business results.
In the latest Shakespeare event series, senior leaders draw insights from the Elizabethan age by looking at the role leaders play in determining company culture.
A study of the leadership styles of more than 500 legal professionals can help general counsels better understand the dynamics of the C-suite—and become more effective leaders.
The META approach can be used to spur acceleration at four levels: strategy, organizations, teams, and leaders.
A survey finds that two leadership styles dominate the industry in Europe, suggesting that many PE firms are at higher risk of insular thinking, and potentially, poorer investment decisions.
A new book discusses how leaders succeed in today's unpredictable markets and shifting operating environments.
The best nominating committees look beyond traditional pools of talent, astutely assess candidate readiness, and thoroughly prepare to defend nominees’ business and cultural fit with the entire board.
Research into leadership behavior identifies 8 archetypes that can help senior executives better understand their strengths, weaknesses, and blind spots.
By using a more sophisticated, thoughtful approach, and better understanding the talent needs required, multinational drug companies can better position themselves for long-term success in China’s fast-growing pharma market.
Leaders cast visible “shadows” over the cultures of their organizations — for good or ill. Only when the top team lives and breathes the changes it wants and expects from the organization will change succeed.
The Heidrick & Struggles survey, Foundations and Building Blocks for High-performing Boards, Asia Pacific Governance Report 2014, identified four capabilities of top boards, with nine drivers feeding into those capabilities.
Imagine that the board of a successful company, facing no apparent crisis, approaches the date of a long-planned CEO succession and finds, to its surprise, that no internal candidate is fully ready to assume the top job.
By adhering to these recommended principles and practices — objectivity, dialogue, appropriate involvement of management, attention to major investors, and prudent use of outsiders — boards can more adequately and accurately respond to an activist’s approach.
Heidrick & Struggles introduces Leadership Signature®, an assessment tool designed specifically to evaluate candidates' leadership styles and to help answer important questions related to how an executive would lead in a new role.
Finding senior executives with the right set of skills, strong leadership competencies, an international mindset and extensive local know-how remains a challenge for many multinationals as well as local enterprises
Term limits and age limits are blunt instruments for addressing the real issue: creating and maintaining a high-performance board with the right mix of competencies.