A leader is able to lead because he is trusted by his team. They know him and what to expect. On the other hand, the business environment can change rapidly and unexpectedly, and a CIO must be ready to respond accordingly. Unfortunately that generally means bringing change into the organization, and change brings with it, uncertainty. Oops! There goes the hard won trust of the IT team, which can affect the CIO’s leadership. How does a CIO solve this dilemma?
Michael B. Koval, Senior Vice President and Chief Information Officer, Long and Foster
Michael B. Koval was appointed senior vice president and CIO of the Long & Foster Companies in 2004. He is responsible for overseeing all technology services for Long & Foster and its' more than 250 sales offices which span througho... More View all posts
Michael B. Koval was appointed senior vice president and CIO of the Long & Foster Companies in 2004. He is responsible for overseeing all technology services for Long & Foster and its' more than 250 sales offices which span throughout the companies' seven state region and the District of Columbia. Prior to his recent appointment, Michael served as vice president and CIO since joining Long & Foster in 2000. Prior to joining Long & Foster, Michael was senior manager and practice leader at KPMG Consulting (currently know as BearingPoint, LLC), an international consulting company with offices in more than 125 countries. In that capacity, Michael served numerous clients with their selection and implementation of financial and transactional systems and ecommerce solutions including the launching of numerous websites. Michael serves on numerous advisory boards. Less View all posts
Katherine Klein, Edward H. Bowman Professor of Management, Wharton
Professor Katherine Klein is the Edward H. Bowman Professor of Management at the Wharton School at the University of Pennsylvania. She received her B.A. from Yale University and her Ph.D. from the University of Texas at Austin. Prior to com... More View all posts
Professor Katherine Klein is the Edward H. Bowman Professor of Management at the Wharton School at the University of Pennsylvania. She received her B.A. from Yale University and her Ph.D. from the University of Texas at Austin. Prior to coming to Wharton, Katherine was on the faculty of the University of Maryland and a visiting professor at the Stanford Graduate School of Business. An award-winning organizational psychologist, Katherine has conducted extensive field research regarding a range of topics including team leadership, climate, conflict, social networks and effectiveness; organizational change and technology implementation; employee diversity; and employee responses to stock ownership and stock options. She has taught executive education, studied, and consulted with a variety of for-profit and non-profit organizations including Charles Schwab, Rohm and Haas, North American Scientific, Medtronic, The Baltimore Shock Trauma Center, Penn Vet, the U.S. Census Bureau, and the Korean Management Association. Her research has been published in numerous top journals including Administrative Science Quarterly, Journal of Applied Psychology, the Academy of Management Journal, and the Academy of Management Review. A former associate editor of the Journal of Applied Psychology, she is currently an associate editor of Administrative Science Quarterly. Katherine is a Fellow of the Academy of Management, the Society for Industrial and Organizational Psychology, the American Psychological Association, and the Association for Psychological Science. Katherine’s current research interests include race in organizations; leadership succession and social network change; and Rwanda’s reconciliation and reconstruction following the 1994 genocide. Less View all posts