James O’Toole is director of the Neely Center for Ethical Leadership at the University of Southern California’s Marshall School of Business.
All articles by James O'Toole
Why Underemployment Is a Bigger Challenge than UnemploymentMarch 24, 2014 Hiring employees with greater qualifications than you need may seem like a bargain, but it carries real risks. by James O'Toole
Are Companies Responsible for the Off-Hours Behavior of Their Employees?March 3, 2014 A growing rift in San Francisco between techies and long-term residents raises questions about whether employers can—or should—encourage workers to be better neighbors. by James O'Toole
Do We Really Want Public Pension Funds to Become Activist Investors?February 10, 2014 Some funds are making bolder demands of the companies they hold shares in, and that’s not necessarily a good thing.by James O'Toole
After 500 Years, Why Does Machiavelli Still Hold Such Sway?January 27, 2014 Relative morality is usually considered a bad thing—except if it gets results.by James O'Toole
A Generic View of “Business” Has No Place in Public PolicyNovember 13, 2013 The gulf between the interests of small entrepreneurs and global corporations is enormous.by James O'Toole
Will Volkswagen Bring Mitbestimmung to Chattanooga?October 28, 2013 Worker participation in management decisions has long been controversial, but the benefits far outweigh the risks.by James O'Toole
Learning What Not to Do from an Experienced ExecutiveAugust 9, 2013 Jon Corzine’s legal troubles point to a toxic mix of bad ethics, bad management, and bad leadership.by James O'Toole
Jamie Dimon’s Dual Role and the Threat of Absolute PowerJune 24, 2013 It’s time to reconsider the benefits and risks of combining the CEO and chairman roles.by James O'Toole
Yellow-Light Leadership: How the World’s Best Companies Manage UncertaintyApril 9, 2002 The recession has moved the most advanced CEOs beyond "the vision thing."by Bruce A. Pasternack and James O'Toole
|Page 1 2 All|
Videos, Galleries, & More
Is your approach to compliance constraining capital, culture and customer experience, or is it contributing to trust and competitive advantage?