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The article discusses the emerging new roles for information technology (IT) professionals. It is said that as technology increases in sophistication, employment roles continue to evolve. Data and information are said to play a big role in the success of today's organizations. The research paper "Harnessing the Digital Lens to Measure and Manage Information Work," by Sinan Aral and colleagues describes how people can reach their full potential through smarter use of data and information. The concept of networking is called to mind by the concept of an information worker performing as an information hub.

The article focuses on the negative perception of several executives on annual performance review. Many professionals consider the performance evaluation as a dreadful job and a complex paperwork process. In fact, more than half of them have a negative view on the company's performance management system. These dissatisfactions drive many organizations to itemize their systems like revising the rating scales, moving from paper to software system and instituting forced rankings. According to OnPoint Consulting manager Jennifer Forgie, the dissatisfaction is attributed to lack of clarity between pay and performance, inconsistent application of the system and insufficient managerial skills. The situation emphasizes the need for managers to be trained in all elements of performance management.

The author discusses the importance of freedom or minimum supervision in employee motivation and performance improvement, focusing on whether managers can motivate their employees and achieve stretch goals. He discusses the impact of connectivity on transparency and knowledge acquisition, and the trend towards free agency from full-time employment, highlighting the relationship between employee and immediate maanger as the determinant of employee motivation to achieve stretch goals.

Comments on the role of innovation in improving leadership in business in the U.S. Relationship between the capacity to innovate and the ability to allow people to thrive in organizations; Sample case on the issue; Implications on management and leadership in business.

Cites assumptions business leaders make that kill employee morale. Motivation and performance; High level of motivation among new employees; Management-related factors that have a negative impact on the morale and motivation that employees initially bring to their jobs; Need for leaders to understand what employees want.

How to create value when resources are scarce. [ABSTRACT FROM AUTHOR]

There is no way to simulate the experience of struggling to achieve a tough goal and succeeding. [ABSTRACT FROM AUTHOR]

Creating an environment where both individuals and the organization achieve more and more of their goals. [ABSTRACT FROM AUTHOR]

Not a rallying cry but flexibility, empathy, and trustworthiness. [ABSTRACT FROM AUTHOR]

An introduction is presented in which the editor discusses various reports within the issue on topics including management leadership tools, how to create a healthy work environment, and building adaptive relationships.

The article discusses various reports published within the issue, including one by Mitchell Lucy and Elizabeth Holloway on their survey which reveals that 94% of their respondents reported irregularities of workers while on the job, one by Russ Linden which emphasizes that Cisco is managed in the traditional top-down fashion, and one by Ravi S. Kudesia on the role of yoga in stress management, self-control, and creative thinking.

Introduces the articles in the July 2002 issue of the "Leader to Leader" journal. Increase in the demands for openness and financial transparency in the wake of the Enron scandal; Need to balance individuality and belonging; Description of discipline-and-empathy equation in employee-owned companies.