1138 Posts Found

Power undermines people’s psychological needs. It’s not just your use of the power; it’s people’s perception that you have it and could use it. Your power demands that people need to exert more energy self-regulating to experience autonomy, relatedness, and competence.

Content: Quotation | Author: Susan Fowler | Source: ChangeThis | Subjects: Leadership, Management, Organizational Behavior, Power / Authority

For decades, leadership development has focused on “competencies,” a psychometric-based method of assessing and developing leader behavior. Organizations figure out the competencies that leaders need to be successful, help them develop those competencies, and then measure those competencies in the organization.

The problem is that this logic is inconsistent with how work actually gets done. Leadership does not happen in a vacuum; leaders are always acting … [ Read more ]

Content: Article | Author: Todd Warner | Source: Harvard Business Review | Subject: Leadership

Experiments can never determine for us what we should care about; they only identify the effects of various interventions on a battery of outcomes.

Content: Quotation | Source: Chief Executive | Subjects: Leadership, Management

Peter Drucker said that “to defend yesterday is a larger risk than to create tomorrow.” Concentrating for too long on what was at the expense of what will be has been the formula for failure for many CEOs.

Content: Quotation | Author: Robert M. Donnelly | Source: Chief Executive | Subjects: Future, Leadership, Management, Planning, Strategy

Sometimes, I think my most important job as a CEO is to listen for bad news. If you don’t act on it, your people will eventually stop bringing bad news to your attention and that is the beginning of the end.

Content: Quotation | Author: Bill Gates | Subjects: Leadership, Management, Organizational Behavior

Leaders must hone their ability to sort through the various motivations. Most chief executives learn to ask themselves these three questions:
1. Who’s telling me what they think I want to hear?
2. Who’s not telling me what I need to hear because they are being deferential?
3. Who’s telling me what they want me to hear because it serves their own agenda?

Content: Quotation | Author: Thomas J. Saporito | Source: Chief Executive | Subjects: Communication, Leadership, Trust

If you haven’t read the book Leadership BS: Fixing Workplaces and Careers One Truth at a Time, by Stanford business school professor Jeffrey Pfeffer, you are missing out. Pfeffer lambasts the leadership development industry — including business schools, human resource departments, authors, and leadership programs and coaches — for being clueless about the harsh political realities of the workplace, and for promoting behaviors that are … [ Read more ]

Content: Article | Authors: Jeffrey Pfeffer, Susan Cramm | Source: strategy+business | Subjects: Leadership, Organizational Behavior

Each [change] leader should be assessed for past performance, current readiness, and future potential across four dimensions: knowledge, soft skills, experience, and motivation and personality traits. Leaders also must have a foundation in adaptability and change leadership. A shortcoming in any one of these can be a warning sign.

However, the right leaders will fill roles in varying ways throughout the journey, from champion of the … [ Read more ]

Content: Quotation | Authors: Jim Hemerling, Lars Faeste, Martin Reeves, Perry Keenan | Source: Boston Consulting Group (BCG) | Subjects: Change Management, Leadership

Billions of dollars are spent annually on leadership development programs, but virtually all of this investment is spent on the same formulaic training model and black-and-white metrics. With their focus almost exclusively on classroom learning and lockstep generic curriculums, these dinosaurs of training simply don’t have what it takes to develop the next generation of leaders, managers and employees.

Content: Article | Author: Marcus Buckingham | Source: Chief Executive | Subjects: Human Resources, Leadership, Organizational Behavior

Remember the difference between a boss and a leader: a boss says ‘Go!’, a leader says “Let’s go!”

Content: Quotation | Source: OPEN Forum (American Express) | Subject: Leadership

The truth is that the best managers tend to be pretty good leaders and stellar leaders know a thing or two (and usually more) about management. I look at it this way: management is the what and leadership is the why. If you have all what and no why, you wind up with a workforce just going through the motions with no real engagement. … [ Read more ]

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

Jack Welch famously called lack of candour “the biggest dirty little secret in business.” It’s an important observation, one that sits at the heart of too many public accounts of corporate scandals and tragic accidents, not to mention not-so-public failures of decision-making. In this article, we describe the critical connection between leadership and candour. Then to understand its application, we turn to General (Ret.) Rick … [ Read more ]

Content: Article | Authors: Alyson Byrne, Mary Crossan | Source: Ivey Business Journal | Subject: Leadership

Sponsorship is a watered-down version of leadership, hallmarked by monthly attendance at well-scripted steering committee meetings. Leadership of hard problems is a hands-on, roll-up-your-sleeves, messy job—a set of skills often left behind as executives move up the organizational food chain and away from the day-to-day work routine.

Content: Quotation | Author: Susan Cramm | Source: strategy+business | Subject: Leadership

Managers are often chosen for reasons other than competence.

Content: Article | Authors: Elizabeth MacBride, Lindred Greer | Source: Stanford University | Subjects: Leadership, Management, Organizational Behavior

After analyzing data from more than 15,000 interviews with CEOs and other business leaders, executives from management consulting company ghSMART found that three fundamental factors drive leadership success. In their book, Power Score: Your Formula for Leadership Success, Geoff Smart, Randy Street and Alan Foster describe what they learned.

In this interview with Knowledge@Wharton, co-authors Street and Foster talk about the formula for management success, the … [ Read more ]

Content: Multimedia Content | Source: Knowledge@Wharton | Subjects: Leadership, Management, Organizational Behavior

If you have a team that you think has a lousy leader, the first question to ask is, Is the team too big? It’s amazing how crummy leaders become great when they go from leading, say, 11 people down to five. And the reverse is true as well. You may think someone has reached their limits as a manager when they’re asked to take on … [ Read more ]

Content: Quotation | Author: Robert I. Sutton | Source: strategy+business | Subjects: Leadership, Organizational Behavior, Teamwork

Life is replete with dilemmas that force choosing one thing over another, which is rarely easy. These challenges create paradoxes. And managing paradoxes effectively is one of the challenges of leadership. It is about balancing contending strains that pull apart our available resources, time and energy.

Content: Quotation | Source: Ivey Business Journal | Subject: Leadership

Your employees might have you pegged, but how well do you know yourself?

Content: Article | Author: Adam Bluestein | Source: Inc. Magazine | Subjects: Leadership, Personal Development

It takes a mix of leaders and talent to pursue a variety of growth strategies simultaneously. Few executives can do it all.

Content: Article | Authors: Asmus B. Komm, Katharina Herrmann, Sven Smit | Source: McKinsey Quarterly | Subjects: Best Practices, Human Resources, Leadership, Management

There are three legs to the leadership stool: experience, training and education. The seat of the stool is mentoring, which holds everything together. If you develop leaders with that process in mind and a base of articulated values, you start to build the right culture, remove the impediments and begin to have an organization with leaders that are focused on people who are inclusive and … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subjects: Culture, Leadership, Organizational Behavior