1138 Posts Found

In Walk the Walk, Alan Deutschman offers a new take on the true nature of great leadership. Though some experts make it seem complicated, it is actually breathtakingly simple. According to Deutschman, most leaders focus too much on what they say and not nearly enough on setting an example.

This book shows what happens in those unusual cases of true leaders-in business, education, the military, and … [ Read more ]

Content: Book | Author: Alan Deutschman | Subject: Leadership

The colossal business failures of the past few years underscore the fact that the conduct of a company’s leadership team is directly correlated with the organization’s long-term performance. Once-venerable institutions such as Bear Stearns, Lehman Brothers, Merrill Lynch and Royal Bank of Scotland paid the ultimate price for the behaviors of their leadership teams. And just as business failures can be traced back to the … [ Read more ]

Content: Article | Author: Susan Lucia Annunzio | Source: Chief Executive | Subjects: Leadership, Management

Without an awareness of your strengths, it’s almost impossible for you to lead effectively. We all lead in very different ways, based on our talents and our limitations. Serious problems occur when we think we need to be exactly like the leaders we admire. Doing so takes us out of our natural element and practically eliminates our chances of success.

Content: Article | Authors: Barry Conchie, Tom Rath | Source: Gallup Management Journal | Subjects: Leadership, Personal Development

Philip Selznick has profoundly affected how all serious students of organizations think about their subject. Leadership in Administration is, perhaps, his masterpiece: a lucid, rigorous, yet humane analysis of the essential task of leadership that brilliantly reaffirms the organic, value-infused character of a successful enterprise, whether private or public. The central concepts of the book–‘mission,’ ‘distinctive competence’–have become so much a part of our … [ Read more ]

Content: Book | Author: Philip Selznick | Subject: Leadership

Our rational brain has a problem focus when it needs a solution focus. If you are a manager, ask yourself, What is the ratio of the time you spend solving problems versus scaling successes? We need to switch from archaeological problem solving to bright-spot evangelizing.

Content: Quotation | Authors: Chip Heath, Dan Heath | Source: Fast Company | Subjects: Change Management, Leadership, Management, Organizational Behavior, Personal Development

Success is constantly a journey. You’re always trying to better understand the sources of your success and the things that could imperil you. If you actually think that you have all those answers, you stop asking the questions. Well, what happens if, in fact, you were wrong about part of it? And then things start to go awry because you’ve lost that inquisitiveness, the will … [ Read more ]

Content: Quotation | Author: Jim Collins | Source: Ivey Business Journal | Subjects: Leadership, Success / Failure

What has made the biggest impression on me in terms of an approach to any kind of organized performance, an approach to life that you just see it across, no matter what lens you put on, you see it? It’s this idea of the primacy of “Who” over “What.” We see it in the research that we’re doing on tumultuous environments. Because if you can’t … [ Read more ]

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

As you gain more and more responsibility in organized life, you become more and more of an amateur, because you’re less and less specialized. Because of the complexity of work, you have to count more on others. But that also means you’re more exposed to risk. When you get to be the CEO, nobody gives you a perfect setting in which to make a decision. … [ Read more ]

Content: Quotation | Author: Max De Pree | Source: Leader to Leader | Subjects: Leadership, Management, Risk Management

In this seminal book on helping, corporate culture and organizational development guru Ed Schein analyzes the dynamics of helping relationships, explains why help is often not helpful, and shows what any would-be-helper must do to insure that help is actually provided.

Many words are used for helping — assisting, aiding, advising, coaching, consulting, counseling, supporting, teaching, and many more — but they all have common dynamics … [ Read more ]

Content: Book | Author: Edgar H. Schein | Subjects: Leadership, Management, Organizational Behavior, Personal Development

The Puritan Gift traces the origins and the characteristics of American managerial culture which, in the course of three centuries, would turn a group of small colonies into the greatest economic and political power on earth. It was the Protestant ethic whose characteristics–thrift, a respect for enquiry, individualism tempered by a need to cooperate, success as a measure of divine approval–helped to create the conditions … [ Read more ]

Content: Book | Authors: Kenneth Hopper, William Hopper | Subjects: History, Leadership

There is need for the acceptance of leaders in every single institution and in every single sector that they, as leaders, have two responsibilities. They are responsible and accountable for the performance of their institutions, and that requires them and their institutions to be concentrated, focused, limited. They are responsible also, however, for the community as a whole.

Content: Quotation | Author: Peter F. Drucker | Source: Leader to Leader | Subjects: Leadership, Social Responsibility (ESG)

Power diminishes perception and perspective: Why are some managers seemingly incapable of understanding their subordinates’ points of view? Adam Galinsky finds that high-power individuals anchor too heavily on their own perspectives and demonstrate a diminished ability to correctly perceive the perspective of others.

Content: Article | Author: Adam Galinsky | Source: Kellogg Insight | Subjects: Leadership, Management, Organizational Behavior

By the excessive promotion of leadership, we demote everyone else. We create clusters of followers who have to be driven to perform, instead of leveraging the natural propensity of people to cooperate in communities. In this light, effective managing can be seen as engaging and engaged, connecting and connected, supporting and supported.

Content: Quotation | Author: Henry Mintzberg | Source: strategy+business | Subjects: Leadership, Management

Want to ascend to a true leadership role? Be prepared to let go of what you’re good at.

Content: Article | Author: Kate O’Sullivan | Source: CFO Publishing | Subject: Leadership

A leader needs to know his strengths as a carpenter knows his tools, or as a physician knows the instruments at her disposal. What great leaders have in common is that each truly knows his or her strengths — and can call on the right strength at the right time. This explains why there is no definitive list of characteristics that describes all leaders.

Content: Quotation | Author: Donald O. Clifton, Ph.D. | Source: Gallup Management Journal | Subject: Leadership

A coach is someone who can give correction without causing resentment.

Content: Quotation | Author: John Wooden | Subjects: Leadership, Management

The most fascinating thing in the world is a mirror.

Content: Quotation | Author: Esther Dyson | Source: strategy+business | Subjects: Competitive Intelligence, Knowledge, Leadership, Management

One of the realities of corporate life is that there is only so much face time, airtime, meeting time, and thinking time available to those who lead organizations. You can have influence only to the extent that people take time out of their busy days to listen to you and pay attention to your advice. As the author has discovered, there is an art to … [ Read more ]

Content: Article | Author: James E. Lukaszewski | Source: Leader to Leader | Subjects: Leadership, Management, Organizational Behavior

People ask me, Where did your leadership training come from? I am sometimes reluctant to admit that everything I did in 35 years in the service I learned as a brand new second lieutenant.

I was taught to think about mission and people.

Mission. What are you trying to accomplish? Don’t do anything until you know what the mission is. Drilled into our hearts and into our … [ Read more ]

Content: Quotation | Author: Colin Powell | Source: Context Magazine | Subject: Leadership

The challenge for me was to have informal contacts and to get information from outside the organization that had been set up to provide me information. I did that beginning at 6:30 every morning, when I’d hit my office having read all the newspapers. I would get the CIA to come in for 20 minutes with no other staff members present and tell me what … [ Read more ]

Content: Quotation | Author: Colin Powell | Source: Context Magazine | Subjects: Knowledge, Leadership