1138 Posts Found

Fear is perhaps the greatest emotional barrier to developing greater emotional intelligence through deeper self-awareness as well as the capacity to empathize and read the people. Fear blocks people from developing and growing as human beings and as wiser and more effective leaders.

Content: Article | Author: Robert ‘Dusty’ Staub | Source: BizJournals | Subjects: Leadership, Personal Development

Unlike the corporate sector, the military does not assume that leadership is inherent. It is something that is taught and then expected to be put into practice. Leadership comes coupled with a sense of responsibility, from ordering supplies to sending troops into combat. Maybe the business world should pay attention.

Content: Article | Author: John Baldoni | Source: Darwin Magazine | Subject: Leadership

Leader to Leader recently talked to Rosabeth Moss Kanter about her latest book, Confidence: How Winning Streaks and Losing Streaks Begin and End. Confidence explains how leaders can sustain winning streaks and turn around losing streaks–with evidence from businesses, major league sports teams, inner-city schools, and political leaders.

Content: Article | Source: Leader to Leader | Subjects: Leadership, Organizational Behavior

Creating shareholder wealth is absolutely crucial to organizations, but the way that is done is by establishing organizational structures and working practices that enable every employee to be the very best he or she can be.

To accomplish that, CEOs have to do three things extremely well. First, they have to continuously reduce the level of bureaucracy and control in organizations so that individuals have more … [ Read more ]

Content: Quotation | Source: strategy+business | Subjects: Leadership, Organizational Behavior

Imagine the organization that has been given a Herculean task with insufficient resources to accomplish it. We’ll run good leaders into the ground if we try to train and lead our way out of that situation.

Content: Quotation | Source: Darwin Magazine | Subject: Leadership

Our initial work in exploring these questions suggests that leadership impacts on meaning in several ways. First, leaders make architectural choices-how to structure the organization, design jobs, and allocate roles and responsibilities-that shape how people who work in the organization experience their jobs. Second, leaders engage in symbolic actions-through the stories they tell, the symbols and rituals they create, and other highly visible actions. The … [ Read more ]

Content: Quotation | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Leadership, Organizational Behavior

Among the many functions of organizational leadership, one of the most important is the development of a worldview for participants. Organizations, like individuals, search for stability and meaning. This search often ends when organizations identify a set of morally sustaining ideals. Ideals animate and help direct decision making in an organization or a society. These ideals are never fully realized. We all recognize that compromise … [ Read more ]

Content: Quotation | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Leadership, Organizational Behavior

Rosabeth Moss Kanter will convince you that the goal of winning is not losing two times in a row. In her view, success and failure are not events, they are self-fulfilling tendencies. “Confidence is the sweet spot between arrogance and despair–consisting of positive expectations for favorable outcomes.” says Kanter, a Harvard Business School Professor and author of The Change Masters.

She applies the literature of cognitive … [ Read more ]

Content: Book | Author: Rosabeth Moss Kanter | Subjects: Leadership, Organizational Behavior

Leadership and management are two discernible and complementary activities. Both are necessary for success in increasingly complex and challenging military and business environments.

Content: Article | Author: Mark V. Eberhard | Sources: CEO Refresher, USMCR | Subjects: Leadership, Management

In the rush to “reinvent” our organizations, or our communities, or ourselves, we sometimes overlook the time-tested principles that helped early great leaders succeed. We forget that long before “relationship marketing” or “unit of one” became buzzwords, leaders built genuine and felicitous relationships in work life, public life, and family life. The organization of the future will be relationship-centered, mission-focused, values-based, and demographics-driven. Good manners … [ Read more ]

Content: Quotation | Source: Leader to Leader | Subject: Leadership

When research on leadership pays more attention to financial results than a person’s ability to give the company a sense of purpose, something crucial is lost. Three Harvard Business School scholars are working to change the debate. A Q&A with Joel M. Podolny, Rakesh Khurana, and Marya Hill-Popper.

Content: Article | Author: Martha Lagace | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Leadership, Organizational Behavior

I never did give anybody hell, I just told the truth, and they thought it was hell.

Content: Quotation | Source: LeaderValues | Subjects: Communication, Leadership

Robert K. Greenleaf ‘s idea of servant-leadership, now in its fourth decade as a concept bearing that name, continues to create a quiet revolution in workplaces around the world. Since the time of the Industrial Revolution, managers have tended to view people as tools, while organizations have considered workers as cogs in a machine. In the past few decades we have witnessed a shift in … [ Read more ]

Content: Article | Author: Larry Spears | Source: Leader to Leader | Subject: Leadership

Awareness is not a giver of solace–it is just the opposite. It is a disturber and an awakener. Able leaders are usually sharply awake and reasonably disturbed. They are not seekers after solace. They have their own inner serenity.

Content: Quotation | Source: Leader to Leader | Subjects: Attention, Leadership

How do organizations move beyond merely acknowledging that “human capital” is their greatest asset, and actually implement practices that create true benefits for both employees and the organizations? In this book, Edward Lawler shows how companies can “treat people right” by doing more than simply ensuring good working conditions and good pay. He shows how to build a special relationship between individuals and the organizations … [ Read more ]

Content: Book | Author: Edward E. Lawler III | Subjects: Leadership, Organizational Behavior

A CEO’s goal should be credibility, not celebrity. In the quest for credibility, CEOs should avoid anything that feeds expectations. Underpromising won’t guarantee success, but overpromising is the surest path to failure. This often means being more boring, less newsworthy, and less available than the press would sometimes like.

Content: Quotation | Source: Across the Board (ATB) | Subjects: Corporate Governance, Leadership

People who fear for their jobs, careers, etc. will do the least they can to stand out from the crowd. If you lead by fear, you will get the letter of what you asked for but not the spirit of what you need. In order to get your team’s honesty, creativity, and maximum efforts, you must lead from respect. The only way to get your … [ Read more ]

Content: Quotation | Source: CEO Refresher | Subjects: Leadership, Organizational Behavior

If you want to command respect, you need to do four things: Have the wisdom to know the right thing to do in any circumstance, the integrity to do the right thing, the character to stand up to people who don’t do the right thing and the courage to stop people who won’t do the right thing. If you can do that, you’ll command respect … [ Read more ]

Content: Quotation | Source: CIO Magazine | Subjects: Leadership, Personal Development

If you are in tune with your emotions during the important passages in your life, you’ll be more a consistently more effective leader.

Content: Article | Authors: David Dotlich, James L. Noel, Norman Walker | Source: Darwin Magazine | Subjects: Leadership, Personal Development

“How,” asks Kellerman, “will we ever stop what we refuse to see and study?” Research director of the Center for Public Leadership and lecturer in public policy at Harvard University’s Kennedy School of Government, Kellerman focuses in opening chapters on the nature of leadership, the rise of a “leadership industry,” the complicit role of followers, the definition of bad leadership and reasons for its occurrence. … [ Read more ]

Content: Book | Author: Barbara Kellerman | Subject: Leadership