Best-Practices Leadership

A leader in an organization can’t do everyone’s job. Instead of micromanaging, strong leaders use organizational leadership to coordinate, communicate, motivate and delegate among employees and team members. For comprehensive organizational effectiveness, each individual needs to be seen as a contributor, with the leader at the helm.

Most importantly, best-practices leadership involves keeping employees motivated throughout the process, adapting your scope or strategy as necessary, and developing an effective communication strategy.

Some people never make it to the other side because they’re more successful at being doers. This is a crucial point in determining if you’re going to move up the ranks.

Browse our articles, tools and advice on best-practices leadership.

What do Sean “Puffy” Combs, Bill Clinton, Britney Spears, Tiger Woods and Condoleezza Rice all have in common? Ambition.
Some chalk it up to good fortune, but Margaret Thatcher’s success as England’s prime minister was not due to Lady Luck at all.
This made Ulysses S. Grant unique among American generals: He had both strategic vision and tactical competence.
Leaders deal in hope. Here are seven steps to reinforce it:
The career of Booker T. Washington began with two basic desires: an education and the means to get it. From there, all his later ideas about financial success — many of them a century ahead of their time — flowed.
As a boy, college basketball coaching legend John Wooden learned a leadership lesson from his father:
University of Southern California (USC) football coach Pete Carroll is under no delusions about the tenuous nature of his job. As well as he’s done at USC — winning consecutive national championships and producing two Heisman Trophy winners — he knows he’s just a few losing seasons away from unemployment.
If you read current books on leadership, you might believe that personality is the greatest determinant of leadership success. Only a few decades ago, though, that belief would’ve been viewed as flawed, self-centered and wrong.
Leadership guru Tom Peters doesn’t like MBA degrees. He calls them “Masters of Paper Pushing” and suggests these other degrees, instead:
Nelson Mandela spent 27 years in prison, working at hard labor in a quarry, with a floor for a bed and a bucket for a toilet. He was allowed one visitor a year — for a half-hour — one exchange of letters every six months.