Unstoppable, 212. Iciss Tillis is a college: iv Bernstein, “The Picture Doesn’t Tell the Story,”
The New York Times, January 24, 2004. It’s six-foot-three Candace Parker: ra Berkow,
“Stardom Awaits a Prodigy and Assist Goes to Her Father,” The New York Times, January 20,
2004.
CHAPTER 5. BUSINESS: MINDSET AND LEADERSHIP According to Malcolm
Gladwell: alcolm Gladwell, “The Talent Myth,” The New Yorker, July 22, 2002. Remember the
study where we interviewed: hat study was performed with Ying-yi Hong, C. Y. Chiu, Derek
Lin, and Wendy Wan. And remember how we put students: his research was conducted with
Claudia Mueller. Jim Collins set out to discover: im Collins, Good to Great: Why Some
Companies Make the Leap... and Others Don’t (New York: HarperCollins, 2001). “They used
to call me the prosecutor”: bid., 75. Robert Wood and Albert Bandura: obert Wood and
Albert Bandura, “Impact of Conceptions of Ability on Self-Regulatory Mechanisms and
Complex Decision Making,” Journal of Personality and Social Psychology 56 (1989), 407–415.
As Collins puts it: ollins, Good to Great, 26. Says Collins: The good-to-great Kroger: bid.,
65–69. According to James Surowiecki: ames Surowiecki, “Blame Iacocca: How the Former
Chrysler CEO Caused the Corporate Scandals,” Slate, July 24, 2002. Warren Bennis, the
leadership guru: arren Bennis, On Becoming a Leader (Cambridge, MA: Perseus Publishing,
1989/2003), xxix. Iacocca wasn’t like that: ee Iacocca with William Novak, Iacocca: An
Autobiography (New York: Bantam Books, 1984). What’s more, “If Henry was king”: bid.,
- “I was His Majesty’s special protégé”: bid., 83. “All of us... lived the good life”: bid.,
- “I had always clung to the idea”: bid., 144. He wondered whether Henry Ford: oron P.
Levin, Behind the Wheel at Chrysler: The Iacocca Legacy (New York: Harcourt Brace, 1995), - “You don’t realize what a favor”: bid., 231. Just a few years after: acocca, Iacocca, xvii.
Within a short time, however: evin, Behind the Wheel at Chrysler.In an editorial: bid., 312. So
in a bid: “Iacocca, Spurned in Return Attempts, Lashes Out,” USA Today, March 19, 2002.
Albert Dunlap saved dying companies: lbert J. Dunlap with Bob Andelman, Mean Business:
How I Save Bad Companies and Make Good Companies Great (New York: Fireside/Simon &
Schuster, 1996). “Did I earn it?”: bid., 21. “If you’re in business”: bid., 199. A woman stood
up and asked: bid., 62. “Making my way in the world”: bid., 107–108. “The most ridiculous
term”: bid., 196. “Eventually, I have gotten bored”: bid., 26. Then in 1996: ohn A. Byrne,
“How Al Dunlap Self-Destructed,” Business Week, July 6, 1998. Ken Lay, the company’s
founder: ethany McLean and Peter Elkind, The Smartest Guys in the Room: The Amazing Rise
and Scandalous Fall of Enron (New York: Penguin Group, 2003). Kinder was also the only
person: bid., 92. Even as Lay: bid., 89. “Ron doesn’t get it”: bid., 69. “Well, it’s so
obvious”: bid., 233. As McLean and Elkind report: bid., 40. Said Amanda Martin, an Enron
executive: bid., 121. Resident geniuses almost brought down: lec Klein, Stealing Time: Steve
Case, Jerry Levin, and the Collapse of AOL Time Warner (New York: Simon & Schuster, 2003).
Speaking about AOL executives: bid., 171. As Morgan McCall: organ W. McCall, High
Flyers: Developing the Next Generation of Leaders (Boston: Harvard Business School Press,
1998), xiii. McCall also analyzes the effects on corporate culture of believing in natural talent
instead of the potential to develop. “The message of High Flyers,” he says, “is that leadership
ability can be learned, that creating a context that supports the development of talent can become
a source of competitive advantage, and that the development of leaders is itself a leadership
responsibility,” xii. Harvey Hornstein, an expert: arvey A. Hornstein, Brutal Bosses and Their
Prey (New York: Riverhead Books, 1996), 49. Hornstein describes Paul Kazarian: bid., 10. An
engineer at a major aircraft: bid., 54. In Good to Great,Collins notes: im Collins, Good to