1138 Posts Found

Leaders want to get better in the here-and-now, not to be judged against a competency map or be sold an abstract theory about what leadership should look like. If you want to become a great leader, become a student of your context — understand your organization’s social system — and mind your routines. Leadership development is more about application than theory.

Content: Quotation | Author: Todd Warner | Source: Harvard Business Review | Subjects: Leadership, Personal Development, Training & Development

One scholar shows how you can gain more power, and why you should be leery.

Content: Article | Author: Shana Lynch | Source: Stanford University | Subjects: Leadership, Organizational Behavior, Personal Development

Don Faul shares the nuts and bolts tactics of influential storytelling he’s learned at Google, Facebook and as Head of Operations at Pinterest — and the three types of stories every manager and startup founder should be able to tell fluently.

Content: Article | Author: Don Faul | Source: First Round Review | Subjects: Leadership, Management, Storytelling

No organization is perfect and there will always be flawed people who make bad decisions or take ill-advised actions. But the more comfortable the many good people in your company become at telling truth to power and the better the powerful become at hearing it, the less likely you are to confront an uncomfortable truth about your organization in the headlines. Resolve the small issues … [ Read more ]

Content: Quotation | Author: Eric McNulty | Source: strategy+business | Subjects: Accountability, Leadership, Management, Organizational Behavior

We spend a lot of time helping leaders learn what to do. We do not spend enough time teaching leaders what to stop. Half of the leaders I have met don’t need to learn what to do. They need to learn what to stop.

Content: Quotation | Author: Peter F. Drucker | Subjects: Leadership, Management

Leaders who worry excessively — the up-all-night types — can set a cautious or even frightened tone that spreads discouragement. In Beveryly Kaye’s experience, “worried leaders tend to fail their people in one of two ways. They may be distracted and overlook signals people send about what they are capable of. Or they micromanage, either because they don’t trust their people or as a way … [ Read more ]

Content: Quotation | Authors: Beverly Kaye, Sally Helgesen | Source: strategy+business | Subjects: Leadership, Management

People’s experience at work is determined by their manager, and the experience of managers is determined by those who manage them, going all the way up to senior leaders….Leaders who are optimistic about what their people can accomplish, and see challenge through the lens of opportunity, inspire confidence throughout the organization.

Content: Quotation | Author: Beverly Kaye | Source: strategy+business | Subjects: Leadership, Management, Organizational Behavior

The state of workplaces, not just in the U.S. but all over the world, can only be described as dire. Whether you prefer Gallup’s data on employee engagement or the surveys on engagement or job satisfaction emanating from the various human resource consulting firms and the Conference Board, the picture that emerges is consistent: mostly disengaged, dissatisfied, disaffected employees. Moreover, there is no evidence that … [ Read more ]

Content: Article | Author: Jeffrey Pfeffer | Source: ChangeThis | Subjects: Leadership, Organizational Behavior

In business, there is a tendency to seek absolutes. They can be metrics […] or prejudices, or any other accepted perspective. The leader’s main job should not be to provide a script, but to provoke the mindfulness of everyone in the company.

Content: Quotation | Author: Ellen Langer | Source: strategy+business | Subjects: Leadership, Management

leaders have to recognize that everything people do makes sense from their perspective, and that everyone can provide value in the right context. Someone who seems rigid is actually someone you can count on, somebody stable. If she seems impulsive, she’s spontaneous. If he seems gullible, he also promotes trust and candor.

If you’re a leader, once you recognize this, not only do you end up … [ Read more ]

Content: Quotation | Author: Ellen Langer | Source: strategy+business | Subjects: Leadership, Management, Organizational Behavior

What makes a great leader? Although the core ingredients of leadership are universal (good judgment, integrity, and people skills), the full recipe for successful leadership requires culture-specific condiments. The main reason for this is that cultures differ in their implicit theories of leadership, the lay beliefs about the qualities that individuals need to display to be considered leaders. Research has shown that leaders’ decision making, … [ Read more ]

Content: Article | Author: Tomas Chamorro-Premuzic | Source: Harvard Business Review | Subjects: International, Leadership

Jim Collins and Jerry Porras wrote in Built to Last: Successful Habits of Visionary Companies that many great chief executives are “time tellers.” They create great products and services, but their value lasts only as long as they are personally present. Senior executives should be more like “clock builders”: focused on making a great company—a company where people think as entrepreneurially as the leaders do, … [ Read more ]

Content: Quotation | Author: Zhang Ruimin | Source: strategy+business | Subjects: Corporate Governance, Leadership, Management

A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be.

Content: Quotation | Subject: Leadership

Leadership is the art of getting someone else to do something you want done because he wants to do it.

Content: Quotation | Subject: Leadership

One of the problems with the word empowerment is that it is vague. “Empowerment” does not inherently contain the ability to measure and affect it: two necessary components for improving it. What do we say, “Be somewhat more empowered than you used to be?” That’s like saying “Get stronger” and then going to the gym and never knowing how much weight you are pushing.

Content: Quotation | Author: David Marquet | Source: Harvard Business Review | Subjects: Leadership, Management, Organizational Behavior

In a study of nearly 20,000 employees around the world (conducted with HBR), I found that when it comes to garnering commitment and engagement from employees, there’s one thing that leaders need to demonstrate: respect. No other leadership behavior had a bigger effect on employees across the outcomes we measured. Being treated with respect was more important to employees than recognition and appreciation, communicating an … [ Read more ]

Content: Quotation | Source: Harvard Business Review | Subjects: Leadership, Management, Organizational Behavior

People flourish when they take responsibility. Have you ever met a young person who couldn’t wait to be a subordinate?

Content: Quotation | Author: Frances Hesselbein | Source: strategy+business | Subjects: Leadership, Management, Organizational Behavior

While 70% to 80% of leaders are better off working on their strengths, 20% to 30% of leaders have something called a “fatal flaw.” Most people have weakness. However, fatal flaws are significant weaknesses that have a very negative impact on a person’s career and effectiveness.

Content: Quotation | Author: Joe Folkman | Source: The CLEMMER Group | Subjects: Human Resources, Leadership, Organizational Behavior, Personal Development

If you’re a leader, your whole reason for living is to help human beings develop—to really develop people and make work a place that’s energetic and exciting and a growth opportunity … You’re in the people-development business. If you take a leadership job, you do people. Period. It’s what you do. It’s what you’re paid to do. People, period. Should you have a great strategy? … [ Read more ]

Content: Quotation | Author: Tom Peters | Source: McKinsey Quarterly | Subject: Leadership

When individuals’ rankings of workplace motivators are compared to rankings of what their managers think motivates them, the results reflect how most individuals feel: managers simply do not know what moti- vates their people. Why the big disconnect?

One reason is that leaders depend on their observations of external behaviors and conditions to evaluate their employees’ motivation. Unfortunately, many leaders are not perceptive observers, nor … [ Read more ]

Content: Quotation | Author: Susan Fowler | Source: ChangeThis | Subjects: Leadership, Management, Motivation, Organizational Behavior