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This paper analyses Cleopatra VII, Queen of Egypt from a modern leadership perspective in the historical context. Cleopatra's leadership behaviour is analysed through the lens of modern leadership practice. First her key leadership challenges are described: career management, managing Egypt's joint venture with Rome, moving her country from loss to profit; and ensuring her own succession. Her behaviour in meeting those challenges is then analysed to see which and to what extent she used particular leadership competencies: Vision and Strategy Development, Overcoming Internal Competition, Leveraging Difference, Generating Positive Change, Stakeholder Management, Building and Maintaining a Network. Cleopatra was strongest in leveraging her difference as a woman and weakest in building and maintaining a network. Modern women can learn from Cleopatra's strengths and weaknesses in order to avoid pitfalls and follow those behaviours that fit today's organizational challenges. [ABSTRACT FROM AUTHOR]

This paper juxtaposes well-known and all pervasive challenges facing the management of multinational business enterprises today and the solutions developed by Genghis Khan to meet analogous challenges 700 years ago. Genghis Khan together with his children and grandchildren conquered and controlled much of the known world. What lessons does Genghis Khan offer to multinationals? The answer is found in the scope of the actions undertaken to meet the challenges facing the creation and sustainability of the Mongolian Empire. The challenges ranged from issues of communication and coordination to the issues of leadership. With continuous adaptation, Genghis Khan found innovative solutions to these challenges through the design of his organizations and the processes for the management of his Empire. [ABSTRACT FROM AUTHOR]

Many knowledge management initiatives fail because they are not aligned with business strategies and the indicators that are used to measure success of the company and its operations. Most initiatives are primarily solution-oriented, too much focused on IT-tools or other one-dimensional solutions. Business owners lack insight about how knowledge management can benefit their operations and therefore do not demonstrate commitment to support these initiatives. This chapter describes the Knowledge Strategy Process, which is based on experiences of the authors in aligning knowledge management and business strategies in the context of companies such as Siemens AG. [ABSTRACT FROM AUTHOR]