Leadership: from Vision to Implementation

David Rogers

Chapter Chapter 6 in The Big Four British Banks, 1999, pp 92-119 from Palgrave Macmillan

Abstract: Abstract Having analysed Barclays’ evolution in the 1980s and 1990s as a universal bank and its withdrawal in late 1997 from investment banking, we turn now to the critical role of leadership. I use that term in two senses: First, having the vision to understand what strategies are likely to be successful in the turbulent environment of financial services; and, second, developing the organizational infrastructure to implement those strategies.

Keywords: Financial Service; Financial Time; Transformational Leadership; Investment Banking; Retail Banking (search for similar items in EconPapers)
Date: 1999
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-27760-5_6

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DOI: 10.1007/978-1-349-27760-5_6

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