1138 Posts Found

When we are debating an issue, loyalty means giving me your honest opinion, whether you think I’ll like it or not. But once a decision has been made, the debate ends. From that point on loyalty means executing the decision as if it were your own.

Content: Quotation | Author: Colin Powell | Source: Ivey Business Journal | Subject: Leadership

Managers are oriented to process, while leaders are attuned to substance. Process is concerned with establishing procedures for solving problems, while substance deals directly with the problems at hand. Process is soon related to obsessive thinking and depressive emotional states, while substance energizes and draws on imaginative thinking. Managers tend instinctively to delegate; leaders like to get involved in working toward solutions to substantive problems. … [ Read more ]

Content: Quotation | Author: Abraham Zaleznik | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Leadership, Management

Leadership development is ensuring “that people in leadership roles have the competence to determine and to carry out the [company’s] strategic imperatives. If competence is acquired through experience, then it is the strategy of the business that determines which experiences are necessary to build it. The crucial links . . . are from the business strategy to the leadership challenges it suggests to the experiences … [ Read more ]

Content: Quotation | Author: Morgan W. McCall, Jr. | Source: Across the Board (ATB) | Subjects: Human Resources, Leadership, Organizational Behavior, Training & Development

I’ve observed that the best leaders are those who have mastered three key paradoxes: realistic optimism, constructive impatience and confident humility.

Content: Quotation | Author: Robert Rosen | Source: ChangeThis | Subjects: Leadership, Organizational Behavior, Personality / Behavior

The new leadership is in sacrifice, it is in self-denial, it is in love and loyalty, it is in fearlessness, it is in humility, and it is in the perfectly disciplined will. This…is the distinction between great and little men.

Content: Quotation | Author: Vince Lombardi | Subject: Leadership

Morale is the state of mind. It is steadfastness and courage and hope. It is confidence and zeal and loyalty…It is staying power, the spirit which endures to the end – the will to win. With it all things are possible, without it everything else…is for naught.

Content: Quotation | Author: George C. Marshall | Subjects: Leadership, Motivation, Organizational Behavior

A sense of history is essential to anyone who wants to be a leader, because history is both about people and about cause and effect. The American historian Samuel Eliot Morison liked to say that history teaches us how to behave–that is, what to do and what not to do in a variety of situations. History is the human story.

History also shows how the … [ Read more ]

Content: Quotation | Source: Harvard Business Review | Subjects: History, Leadership

Spotting talent is one of the essential elements of great leadership.

Content: Quotation | Authors: David McCullough, David P. Snyder | Source: Harvard Business Review | Subject: Leadership

Good leaders judge people by how they handle failure. Good leaders don’t tolerate self-pity in themselves or others. The star performer who has never failed, never fallen flat on his face or been humiliated publicly, may not have what it takes when the going gets rough.

Content: Quotation | Author: David McCullough | Source: Harvard Business Review | Subject: Leadership

You’ve just gotten the word. You are the new CEO—or maybe the word is that your offer to acquire another company has just been accepted. Whatever the source, you will now have a new bunch of executives reporting to you, and you know that your success will depend on them.

Right away, you have two tasks—you have to choose who your team will be, and you … [ Read more ]

Content: Article | Authors: Edward J. Coyne, Kevin P. Coyne, Shawn T. Coyne | Source: Chief Executive | Subjects: Leadership, Management, Organizational Behavior

The best corporate leaders never point out the window to blame external conditions; they look in the mirror and say, “We are responsible for our results!” Those who take personal credit for good times but blame external events in bad times simply do not deserve to lead our institutions. No law of nature dictates that a great institution must inevitably fall, at least not within … [ Read more ]

Content: Quotation | Author: Jim Collins | Source: FORTUNE | Subjects: Accountability, Leadership, Management, Success / Failure

When I talk about S&M, I’m talking about seduction and manipulation. The most successful people in business, warfare, politics, and life itself are masters of the art of manipulation. But it’s the combination of the two that is important, because people who are manipulators are seen as selfish and in the wrong. Manipulate is a dirty word, but if you combine it with seduction — … [ Read more ]

Content: Quotation | Author: Nina DiSesa | Source: Across the Board (ATB) | Subjects: Leadership, Organizational Behavior, Personality / Behavior, Power / Authority

For people in any position of authority the ability to say no is the most important skill there is. . . . No, you can’t have a pay rise. No, you can’t be promoted. No, you can’t travel club class. . . . An illogical love of Yes is the basis for all modern management thought. The ideal modern manager is meant to be enabling, … [ Read more ]

Content: Quotation | Author: Lucy Kellaway | Sources: Across the Board (ATB), Financial Times | Subjects: Leadership, Management

I consider somebody a good leader if they exhibit three things. One is strategic leadership, which simply means the ability to assess the big picture. The second is operational leadership. I expect our leaders to make things happen, serve our customers, have good processes, organize their own divisions properly and, most important, hit their numbers. And the third is people leadership, the ability to motivate, … [ Read more ]

Content: Quotation | Author: Arun Sarin | Source: Chief Executive | Subject: Leadership

Here is a Powerpoint slideshow version of the free ebook The Little Book of Leadership

Content: Multimedia Content | Author: Phil Dourado | Subject: Leadership

There is no point in trying to assess people’s abilities without first finding out what they care about. The same goes for trying to assess things such as “leadership potential” or “creativity” out of context. One has always to ask, in relation to what?

Content: Quotation | Author: Robert J. Thomas | Source: 800-CEO-READ (8CR) | Subjects: Human Resources, Leadership, Personal Development, Potential

I got the [leading from behind] idea from reading Nelson Mandela. I was reading his autobiography, Long Walk to Freedom…and I came across a passage in which Mandela recalls how a leader of his tribe talked about leadership:

“A leader, he said, is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all … [ Read more ]

Content: Quotation | Author: Linda A. Hill | Source: Harvard Business Review | Subject: Leadership

Today’s leader can succeed only be creating and promoting an environment in which he or she learns to respond in new ways, in effect unlearning traditional responses, especially the one that sees the CEO say, “No, problem. I’ll fix it.”

Content: Article | Authors: Donald L. Laurie, Ronald A. Heifetz | Source: Ivey Business Journal | Subject: Leadership

How do you develop the people who will one day lead your company? High Flyers challenges conventional wisdom about how to groom executives for the top positions in the firm by presenting a strategic framework that senior managers can use to identify and develop future executives. McCall demonstrates that the best executives aren’t necessarily managers who possess a previously identified, generic list of traits or … [ Read more ]

Content: Book | Author: Morgan W. McCall, Jr. | Subjects: Human Resources, Leadership, Management, Organizational Behavior

Leadership transitions are complex. Exchanges of responsibilities contain any number of challenges, primarily because they happen in real time with no pause in the organization’s activities. The exiting executive is in the best position to direct events so that newcomers can avoid the usual “perfect storm” of tests: an overly stimulated imperative to jump into the job with both feet, ready for action; a sense … [ Read more ]

Content: Article | Authors: Nathan Bennett, Stephen A. Miles | Source: strategy+business | Subjects: Corporate Governance, Human Resources, Leadership, Management