1138 Posts Found

The author of “Good to Great” went to West Point to teach leadership. Instead, he was the one who got schooled.

Content: Article | Authors: Bo Burlingham, Jim Collins | Source: Inc. Magazine | Subject: Leadership

Management largely deals with activities that aim to improve performance in the short term. On the other hand, leadership (hopefully) concerns itself with inspiring, motivating and aligning people to achieve ends that they never before had considered possible, over the longer term.

Content: Quotation | Source: Ivey Business Journal | Subjects: Leadership, Management

Directing attention where it needs to go is a primal task of leadership. Below, Daniel Goleman considers how leadership hinges on capturing and directing the collective attention, and argues that new strategy means reorienting from business as usual to a fresh focus.

Content: Article | Author: Daniel Goleman | Source: European Business Review | Subject: Leadership

Of all the skills of leadership, listening is one of the most valuable—and one of the least understood. Most captains of industry listen only sometimes, and they remain ordinary leaders. But a few, the great ones, never stop listening. They are hear-aholics, ever alert, bending their ears while they work and while they play, while they eat and while they sleep. They listen to advisers, … [ Read more ]

Content: Quotation | Source: McKinsey Quarterly | Subject: Leadership

In different ways, many leaders have told us they’ve needed to develop a facility for viewing the world through two lenses: a telescope, to consider opportunities far into the future, and a microscope, to scrutinize challenges of the moment at intense magnification. Most of us are naturally more comfortable with one lens or the other; we are “farsighted” or “nearsighted,” but rarely both. In times … [ Read more ]

Content: Quotation | Source: McKinsey Quarterly | Subject: Leadership

Great leaders and teams are masters of the obvious—a rare talent.

Content: Quotation | Author: Jeffrey Pfeffer | Source: McKinsey Quarterly | Subjects: Leadership, Management, Organizational Behavior, Teamwork

A professor of organizational behavior explains why strategic thinking is key to taking an idea to the next level.

Content: Multimedia Content | Author: Jesper Sørensen | Source: Stanford University | Subjects: Leadership, Management, Organizational Behavior

In most cases, “My door is always open” isn’t really an invitation to speak up. It’s a cop-out. It makes the boss feel good but puts the onus entirely on the employees. You might as well say, “You find the problems and then take all the risk of interrupting my day and confronting me about them.” How many people have taken you up on that … [ Read more ]

Content: Quotation | Author: Jason Fried | Source: Inc. Magazine | Subjects: Leadership, Management, Organizational Behavior

It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger. Then people will appreciate your leadership.

Content: Quotation | Subject: Leadership

New research suggests that the secret to developing effective leaders is to encourage four types of behavior.

Content: Article | Authors: Claudio Feser, Fernanda Mayol, Ramesh Srinivasan | Source: McKinsey Quarterly | Subject: Leadership

If you are self-aware, you know yourself and have a good sense of how others see and react to you. This is the emotional intelligence that Daniel Goleman has written about. You never stop being you, but you have to know how to be the version of you that is right for the business and the people in it. I think parenting is a good … [ Read more ]

Content: Quotation | Author: Derek Lidow | Source: strategy+business | Subjects: Entrepreneurship, Leadership, Management

Every relationship of two or more people is based on shared objectives. They needn’t agree on how to bring it about and may not both take action to effect the change. Cooperative relationships are those where both parties agree on how to share the benefits and costs of creating change. Competitive relationships, by contrast, are those in which you don’t agree on how to allocate … [ Read more ]

Content: Quotation | Author: Derek Lidow | Source: strategy+business | Subjects: Leadership, Management, Negotiation, Organizational Behavior

The “scientific model” of management, as Warren Bennis and Jim O’Toole called it, emphasized conceptual knowledge and tools and techniques – what Greek philosophers would have called episteme and techne. It was assumed that organizations could be studied by detached “objective” observers and that management science could be “values-free” – just like the natural sciences. More generally this scientific model has resulted in a misanthropic … [ Read more ]

Content: Quotation | Author: David K. Hurst | Source: Harvard Business Review | Subjects: Capitalism, Education, Leadership, Management, Mission

In the constant push to get everyone going in the same direction on the job—an admittedly critical component of leadership—we’ve fallen into the trap of valuing alignment over insight. What’s the point of having everyone rowing in perfect unison if you’re going the wrong way?

Content: Quotation | Author: Sydney Finkelstein | Source: The Conference Board Review | Subjects: Leadership, Mergers & Acquisitions, Organizational Behavior

This post is designed to be an exhaustive collection of resources that can equip you to be the best leader you can be today, all packed into a short, manageable read. Take the next few minutes with this post to immerse yourself in the qualities, actions, and thoughts of great leaders that you’d like to emulate—and find yourself quickly becoming the great leader you were … [ Read more ]

Content: Article | Author: Nick Lucs | Subject: Leadership

Great managers strive to do right by their employees — treat them well, motivate them to succeed, and provide the support and coaching each person needs. This is often easier said than done, especially when it comes to coaching. That’s because coaching takes time, skill, and careful planning. And there are certain types of people who may be particularly challenging for managers to coach. Think … [ Read more ]

Content: Article | Author: Amy Gallo | Source: Harvard Business Review | Subjects: Human Resources, Leadership, Management, Organizational Behavior

[Steve] Jobs, for all his impact, was still only one person. In extracting general principles from his career as a whole, we have precisely one data point with which to work. And you can draw any line you want through a single data point.

Content: Quotation | Author: Michael E. Raynor | Source: The Conference Board Review | Subjects: Leadership, Trends / Analysis

If you search for books on “leadership,” you will find hundreds of thousands of titles. But are their theories tested? Is anything new being said in each year’s releases? IESE’s Guido Stein discusses four levels of leadership and argues that influence, connection, commitment, vision and authenticity are among the essential and time-tested ingredients.

Content: Article | Author: Guido Stein | Source: IESE Insight | Subject: Leadership

Companies need to provide some stability in the midst of change. There has to be a mix. People need to be able to count on their leaders and the values of the firm. They need to have a common understanding of what’s within the strategy and what’s excluded from the strategy. There needs to be clarity about the relationships and the development of people. These … [ Read more ]

Content: Quotation | Author: Rita Gunther McGrath | Source: strategy+business | Subjects: Change Management, Leadership, Management, Organizational Behavior

The former CEO of the Girl Scouts has spent decades bringing professional management to nonprofits.

Content: Thought Leader | Authors: Frances Hesselbein, Sally Helgesen | Source: strategy+business | Subjects: Leadership, Management, Nonprofit