Summary of Superbosses

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Dartmouth College business professor Sydney Finkelstein asked star performers across many industries, “Who is the best boss you’ve ever worked for?” They described driven, enigmatic, tireless “superbosses.” These leaders seed entire industries with the talent people they nurture. Finkelstein argues that a small number of bosses produce the great majority of the best talent – a sort of 80/20 rule. Refreshingly, he doesn’t portray superbosses as admirable in every respect. Should you ever work for one, you might not like him or her, and you won’t use the adjective “nice.” But you’ll do anything for that boss – someone you’ll never forget and will even come to love in a way. Though Finkelstein sets the superboss bar fantastically high, getAbstract believes leaders at all levels will learn enough from his investigation to become at least a little more super.

In this summary, you will learn

  • What makes someone a “superboss”;
  • What superbosses do differently; and
  • How to develop and control superboss traits, behaviors and techniques.
 

About the Author

Sydney Finkelstein, PhD, is a well-known thought leader, consultant, and executive coach. He teaches management at the Tuck School of Business at Dartmouth College and is the director of Tuck’s Center for Leadership. His eight previous books include the best-selling Why Smart Executives Fail.

 

Summary

Godfathers of Talent
“Superbosses” hail from every industry and follow no patterns, best practices or rules other than their own. They measure success as much by how many superstars they create as by financial achievements, awards and fame. Their impact doesn’t stop with the leaders and...

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