5 Traits of an Effective Executive

What personal qualities are likely to define a successful effective? In a new article published in Compensation & Benefits Review, former Pfizer worldwide head of human resources Bruce R. Ellig explores five key qualities in detail, along with problem areas that negatively impact performance. Here, he describes current challenges facing execs in “The Need to Succeed”:

CBR_42_1_72ppiRGB_150pixWExecutives are subjected to more scrutiny now than in years past due to several well-publicized accounting scandals and the lack of a solid linkage between CEO pay and stock performance. There is also a conviction that the job of the executive today is tougher than it has ever been. Government intervention, shareholder dialogue and the visibility of executive compensation are all becoming more important. Executives realize they must continually prioritize the events affecting them—taking only as much time to analyze the data as is cost-effective, given the problems confronting them. Furthermore, they must be prepared to modify each decision, or alter its impact, as events and additional data make the earlier action inappropriate. Many must continually fight with themselves not to overindulge in an area of their own interest and expertise at the expense of less attractive but more significant issues.

Read the article, “Attracting, Motivating and Retaining Executives: Lessons From Years as an HR Executive,” forthcoming in Compensation & Benefits Review and now available in the journal’s OnlineFirst section.

Do you have a paper to submit? Compensation & Benefits Review is now seeking submissions on executive pay, health care/retirement benefits, high performance work practices, and many more topics. Click here for details and instructions on submitting your paper for publication in the journal.

This entry was posted in Pay and tagged , , , , , by Cynthia Nalevanko, Editor, Management INK. Bookmark the permalink.

About Cynthia Nalevanko, Editor, Management INK

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 900 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, and Washington DC, our publishing programme includes more than 560 journals and over 800 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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