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The article characterizes the current breed of business leaders and chief executive officers (CEO) in Australia. According to the author, upcoming CEOs in the country tend to be more self-effacing. These senior executives, according to the author, have a flair for people, own a marked lack of self-importance, adaptable and internationally experienced.

Presents information on the changing nature of the position of chief executive officer (CEO) in Australia and the additional pressures they encounter in the late 1990s. How the floating of the Australian dollar left companies open to international pressures; Greater demands on their leadership skills and time; How short-term goals are given precedent over long-term strategies; Comments from David Benn of Korn-Ferry International.

Examines the results of BRW's survey of most admired business leaders in Australia. Most admired chief executive officers; Personal characteristics of most admired executives; Ultimate objective of a good chief executive; Most admired companies; Perception of companies in terms of future performance; Best placed to deal with future challenges; Most admired boards.

Focuses on the importance of skills and leadership among CEO whether generalist or specialist in Australia. Factors that determines whether a company needs an industry or generic management; Comparison of former and present CEO of retail store Coles Myer; Pros and cons of a generalist and a specialist executive; Need for someone with leadership ability, generic management skills and industry experience; Rise in the percentage of companies that look for executives from outside of the firm.

Features executives who maximize their leadership potential through a combination of influences, confidants and advisers in Australia. Experience of Grahame Maher, managing director of Vodafone Australia, in developing a leadership style that takes a value-based approach; Maher's leadership influences; Assertion of Peter Stephenson, founder of coaching consultancy, The Stephenson Partnership, that most executives suffer from performance anxiety; Role of The Executive Connection in facilitating discussion among top-level executives.

Assesses the importance of leadership for chief executive officers. Characteristics of great leaders; Sets of relatively independent and critical leadership behavior; Distinction between transactional and transformational leaders; Aspects of leadership.

Offers advice for chief executive officers on how to create shareholder value. Trade-off management; Discipline; Judgment; Perspective; Delegation; Perspective of value-creating chief executives.

Profiles Ernst & Young Inc. chief-executive-elect James Millar in Australia. Career history; Management strategies; Educational background.

Profiles Richard Goyder, chief executive of Wesfarmers Ltd. in Australia. Career history; Personality as an executive; Management strategy.

Discusses the emergence of team-approach style to corporate management and decision-making. Chief executive officer and business leaders' adoption of a systematic approach to decision-making; Increase in complexity of business decision-making process; Highlights of the logical incrementalism approach adopted by Wesfarmers CEO Michael Chaney; Development of a new corporate culture.

Discusses the problems confronting newly installed chief executives during the first one hundred days in management. Scrutiny of executives' behavior and management style; Consideration for staff motivation and operational procedures in the decision-making process; Collaboration with executive coaches.

Reports on the results of a study published in the `Harvard Business Review,' by Charles M. Farkas and Suzy Wetlaufer on the approaches of chief executives and how it relates to the Australian company, BHP's search for a chief executive. Strategy approach to create, test and implement longer-term strategy; Description of the human assets approach; The expertise and box approach explained; Details on the change approach. INSET: General Patton types need not apply.

The article focuses on Mat Baxter, the chief executive and managing director of UM Australia, an advertising agency in Australia who elaborates his perception for newspaper circulation. Baxter cites News Corp., a mass media corporation in New York City whom he alleged was under challenge from online news sources, and social media. He reflects on the "Fast Front Pages"campaign of News Corp. which increase its newspaper circulation between 9 percent to 10 percent in the first two years.

The article discusses Apple Inc. co-founder and chief excecutive officer Steve Jobs' legacy which includes his leadership style. It says that Jobs was extremely charismatic and extremely compelling in getting people to join with him and he got people to believe in his visions. It further mentions that he was also perfectionist, despotic, abrasive and uncompromising. Jobs popularised graphical user interface technology with Apple's iconic MacIntosh computer.

This section offers news briefs concerning management in Australia. A work-based course designed to help middle managers enhance their managerial career has been introduced by the Queensland University of Technology in Brisbane, Queensland. Steve Granland has been appointed as chief executive for the Recruitment and Consulting Services Association. Information on the Innovation Generation Conference that will be held in Albury, New South Wales on July 2010 is given.

An interview with Myer chief executive officer (CEO) Bernie Brookes is presented. When asked on an effective tip in managing people, he answers that frequent communication with them will play a very important role. Brookes shares that managing a business is giving the team more responsibility than they expect. He reveals that Philip Green, a fashion-chain owner in Great Britain, is the business leader he admired the most.

The article announces the publication of the handbook "Quick Guide to Compliance, Ethics, Governance, Risk and Corporate Social Responsibility" by the Australian Compliance Institute. The handbook serves as a guide for chief executive managers and company directors to simplify compliance as well as provides a series of questions to help raise awareness of compliance issues. It states that it is accessible to individuals or organizations that are new to governance, risk and compliance.

The article presents an interview with Guy Templeton, chief executive officer of Minter Ellison Lawyers. He admires Canning Fok, who is group managing director of Hutchison Whampoa. He believes that it is important to listen to one's people. He also advises managers to take the point of view of the client and evaluate the business from there.

The article focuses on the expansion strategies and operations of the Spotlight under chief executive officer Stephen Carter in China. Spotlight is building a management and logistical framework for the Hong Kong store which can be used nationally to support up to 40 stores within three years. The company has to deal with the cultural reality in the local market of China and the uncertain regulatory environment.

The article offers various informations relating to minders. The section is divided into several headings, which includes titles like why CEOs want minders, who are the CEO minders, what minders do, how much minders cost, measurement tools minders use, communication tools minders use, and survey respondents.

Profiles David Baxby, CEO of Virgin Management Ltd. in Australia. Career background; Achievements and awards; Civic activities; Educational attainment; Institutional and organizational affiliations.

Interviews David Elia, CEO of Hostplus. Story on how he handled the problem with the board of Hostplus; Competitive advantage of the industry superannuation fund for hospitality, tourism and health; His management philosophy.

Focuses the work views of former chief executive of Ernst & Young in Australia Brian Schwartz. Assertion of the business officer that he wanted to have his desk in an open-plan area; Keep the lines available to staff; Declaration of happiness being interrupted while on work.

Interviews Maha Sinnathamby, chief executive officer of Springfiled Land Corporation, regarding the foundation of his company and experience as real estate developer in Australia. Primary focus and target market of the company; Involvement in negotiating with government bodies and authorities being a property developer; Establishment of strong partnerships as a vital part of creating a successful new city as twice as Brisbane's central business district.

Enumerates the leadership failures of Carly Fiorina as chief executive officer (CEO) of Hewlett-Packard Co. Need for a CEO to put the company's wellbeing above all else; Lessons that can be learned by CEOs from Fiorina's mistakes.

Interviews Steve Bertamini, regional chief executive officer (CEO) of General Electric Australia and New Zealand and president of GE Capital Asia. Characterization of Bertamini's role; Functions and responsibilities of the CEO; Strategies used by Bertamini to reinvent the company; Tactics used by Bertamini to integrate the various units of the firm.

Explores the importance of innovation in business' success. Reasons why innovation has become such a central element of the business education curriculum; Components of successful innovation process; Key tools for innovation.

Focuses on the decision of Brambles Industries to sack Victor Mendes as chief executive of its troubled CHEP pallets business and remove the division's global management structure.

Reports on the findings of a survey in Australia suggesting that chief executive officers are always under pressure to reduce costs, resulting in "hollowed out" organizations. Management issues that keep executives awake at night.

Reports on the success of Trevor O'Hoy, chief executive of Foster's Group Ltd., in leading the company and its U.S. wine business Beringer Blass Wine Estates to recovery. Failure of former chief executives to address the problems of the wine business; Management strategies of O'Hoy.

Cites several factors affecting change in part-time work. Initiatives for a more flexible workplace; Risks of managers in hiring women employees; Chief executive officer's personal management of feedbacks.

Reports on the plans of Ralph Evans, chief executive officer of the Australian Institute of Company Directors, to involve the association in the debate on how boards should operate. Career background on Evans.

Presents some management advice for chief executives and senior managers whose companies have joined the Australian Stock Exchange listings in 2003. Need for executives to meet business targets; Number of companies who joined the listings in 2003.

Suggests that chief executives pay rates are not related to performance. Evidence that long-term winning organizations are paid less than the average top-50 chief executive; Lack of relationship between general performance and pay; Need for a long-term pay that is related to long-term performance.

Focuses on opinions of several chief executive officers in Australia on how they implement a cost-effective growth management. Fred Hilmer of John Fairfax Holdings; Tim Jackson, managing partner at Booz Allen Hamilton; David Wels, managing director at Stericorp.

Presents guidelines for chief executive officers. Ways by which companies choose leaders; Reason for the application of the Peter Principle; Tips on exiting a company.

Presents a humorous account of an Australian executive's experience with his chief executive. His boss' motivational speeches; How he mixes his metaphors; His ability to communicate; The chief executive's time spent as a boxer.