1138 Posts Found

If you look closely at how people make decisions, a clear pattern emerges. No matter what the new strategy, initiative, or change program is, people have the same questions: How is this change relevant to what I do? What, specifically, should I do? How will I be measured, and what consequences will I face? What tools and support are available? What’s in it for me?

The … [ Read more ]

Content: Quotation | Author: Bill Jensen | Source: Fast Company | Subjects: Change Management, Decision Making, Leadership, Organizational Behavior

I’ve noticed over the years that all leaders exhibit one of three natural leadership styles—what I’ve come to term the “Visionary,” “Operator” and “Processor” styles—and that the most common source of leadership stress occurs when there is a mismatch between an individual’s personal style and the leadership role they’re being asked to perform. For example: a Visionary leader who has been placed in an Operator … [ Read more ]

Content: Quotation | Author: Les McKeown | Source: ChangeThis | Subject: Leadership

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We’ve asked thousands of people over the years to imagine a scenario where someone walks into the room and announces to them and their colleagues, “Hi, I’m your new leader!” At that very moment, what do you want to know from this person? What are the questions that immediately pop into your mind? While there are lots of questions someone would want to ask that … [ Read more ]

Content: Quotation | Authors: Barry Posner, James M. Kouzes | Source: Leader to Leader | Subject: Leadership

Early leadership studies examined common traits of successful leaders. Later research focused on combinations of traits as no one profile was shared by all successful leaders. This research focuses on three key dimensions of leadership: charismatic leadership, instrumental leadership, and political connections. It suggests how they can become a scorecard to rate not only one’s chances for advancement, but also one’s bosses and one’s peers. … [ Read more ]

Content: Article | Author: Larry Chasteen PhD | Source: Graziadio Business Report | Subject: Leadership

If you made a list of leadership clichés, the “open door policy” would likely make the top ten. Clichés exist because truth exists within them, and clichés often beg further examination beyond the nugget of truth.

Such is the case with the “open door policy.”

Content: Article | Author: Kevin Eikenberry | Subjects: Leadership, Management

Nice guys may not finish first, according to research coauthored by Nir Halevy of the Stanford Graduate School of Business. In fact, taking care of others in your group and even taking care of outsiders may reduce a nice guy’s chance of becoming a leader.

Content: Article | Source: Stanford University | Subjects: Leadership, Organizational Behavior

In his new book, The Leader’s Checklist, Wharton management professor Michael Useem presents a collection of 15 principles that can help leaders navigate successfully through even the most difficult circumstances. Using such milestone events as the rescue of the 33 Chilean miners in 2010, the collapse of AIG in 2008 and the surrender of the Confederate army at Appomattox in 1865, Useem illustrates the difference … [ Read more ]

Content: Article | Author: Michael Useem | Source: Knowledge@Wharton | Subject: Leadership

“Show me a company or nonprofit or government in trouble, and I will almost invariably show you a set of leaders who are asking absolutely the wrong questions,” says professor Robert Steven Kaplan. He discusses his new book, What to Ask the Person in the Mirror. Plus: book excerpt.

Content: Article | Authors: Carmen Nobel, Robert Steven Kaplan | Source: Harvard Business School (HBS) Working Knowledge | Subject: Leadership

The need to empower natural leaders isn’t an HR pipe dream, it’s a competitive imperative. But before you can empower them, you have to find them.

Content: Article | Author: Gary Hamel | Source: Management Innovation eXchange (MIX) | Subjects: Human Resources, Leadership, Organizational Behavior

Asking the question, whom do you serve? is a powerful vector on which to build a useful typology of leadership. Modesto Maidique offers a six-level Purpose-Driven Model of Leadership ranging from Sociopath to Transcendent.

Content: Article | Author: Modesto Maidique | Source: Harvard Business School (HBS) Working Knowledge | Subject: Leadership

The many interactions you have during your day, whether planned or unplanned, have the potential to become a high point or a low point in someone’s day. Each of these small moments is an opportunity to clarify the agenda and to influence the course of events. Each interaction is a chance to transform an ordinary moment into a TouchPoint.

The secret to mastering the … [ Read more ]

Content: Quotation | Authors: Douglas Conant, Mette Norgaard | Source: ChangeThis | Subjects: Communication, Leadership

“Some days it feels like the information age has morphed into the interruption age. But what if those interruptions turned out to be our best opportunity to make a difference in our workplaces?

As leaders, we make choices all day, every day. The “knock on the door” happens over and over again in some form – phone calls, meetings, emails, and text messages with questions to … [ Read more ]

Content: Article | Authors: Douglas Conant, Mette Norgaard | Source: ChangeThis | Subject: Leadership

Know how to project power, counsels Stanford management professor Bob Sutton, since those you lead need to believe you have it for it to be effective. And to lock in your team’s loyalty, boldly defend their backs.

Content: Article | Author: Robert I. Sutton | Source: McKinsey Quarterly | Subjects: Leadership, Management

James Meindl’s research on “the romance of leadership” shows that leaders get far more credit—and blame—than they deserve, largely because, cognitively, it is easier and more emotionally satisfying to treat leadership as the primary cause of performance than to consider the convoluted and often subtle mishmash of factors that actually determine performance differences.

Content: Quotation | Author: Robert I. Sutton | Source: McKinsey Quarterly | Subject: Leadership

The best bosses routinely give their followers more credit than they probably deserve. And when bosses do this, everyone wins. As the boss, you will get the lion’s share of credit because of the romance of leadership. Your immediate team will regard you as truthful. And your modesty and generosity will be admired—especially by outsiders, who will see you as both competent and generous. … [ Read more ]

Content: Quotation | Author: Robert I. Sutton | Source: McKinsey Quarterly | Subjects: Leadership, Management

Leaders who denounce outside forces for their troubles come across as disingenuous and powerless. By refusing to take responsibility, they implicitly raise a damning question: “If you didn’t have the power to break it, how can you have the power to fix it?” The public also sees a boss’s refusal to accept responsibility as a sign that nothing has been learned from the errors.

Content: Quotation | Author: Robert I. Sutton | Source: McKinsey Quarterly | Subject: Leadership

All leaders need to get good and consistent verbal feedback from their teammates, but there are what I consider to be the “Golden 10″ pieces of feedback that we really need to be getting to ratify our effectiveness (and our approach to greatness).

Content: Article | Author: Terry Starbucker | Subject: Leadership

Great leaders defend, protect and help their team. They know their most important job is to make everyone else’s job easier. And they gladly do the dirtiest of the dirty work when it supports the achievement of team goals. When you show you are willing to get in there and get dirty, you are demonstrating to them that you are humble, and you are one … [ Read more ]

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

I always try to go hard on the issue and soft on the person.

Content: Quotation | Author: Henry Cloud | Source: ChangeThis | Subjects: Leadership, Management