Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Case
-
Reference no. 309-357-1
Published by: INSEAD
Originally published in: 2009
Version: 05.2013
Length: 7 pages
Data source: Field research
Notes: Click here to access the video

Abstract

This is the second of a three-case series. This case profiles the leadership style, role and typical workday of David Kenny, Co-managing Partner of Vivaki. The Harvard Business School-educated former consultant and pioneer of digital media, starts at 4am and finishes at midnight. The case details Kenny's views on leadership, his co-leadership with Jack Klues, and how his leadership is seen by colleagues and business partners. The corresponding video shows 'a day in the life of' David Kenny. The cases were set up to: (1) set up a compare and contrast of two effective but very different leaders in the tradition of the HBS's famous 'Fred and Renn' cases; (2) explore the role of chief executives in today's context, in the tradition of Mintzberg and Kotter, who pioneered the 'day in the life' method to discern 'what leaders really do'; (3) highlight the different roles a formal leader can play in leading change; and (4) explore the pros and cons of co-CEO arrangements and what is needed to make them work.
Location:
Size:
16,026 employees
Other setting(s):
2009

About

Abstract

This is the second of a three-case series. This case profiles the leadership style, role and typical workday of David Kenny, Co-managing Partner of Vivaki. The Harvard Business School-educated former consultant and pioneer of digital media, starts at 4am and finishes at midnight. The case details Kenny's views on leadership, his co-leadership with Jack Klues, and how his leadership is seen by colleagues and business partners. The corresponding video shows 'a day in the life of' David Kenny. The cases were set up to: (1) set up a compare and contrast of two effective but very different leaders in the tradition of the HBS's famous 'Fred and Renn' cases; (2) explore the role of chief executives in today's context, in the tradition of Mintzberg and Kotter, who pioneered the 'day in the life' method to discern 'what leaders really do'; (3) highlight the different roles a formal leader can play in leading change; and (4) explore the pros and cons of co-CEO arrangements and what is needed to make them work.

Settings

Location:
Size:
16,026 employees
Other setting(s):
2009

Related