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.

Page 110 of 139« First...102030109110111120130...Last »
Neil Armstrong has been described as a “bashful” man with “no ego.” He now lives quietly on a farm in Ohio and could walk down the streets of most U.S. cities without being recognized. But you can’t become the first human to walk on the moon without walking a leadership path straight to the top of your field. Here’s how Armstrong did it:
If leadership were a stool, here are the four legs Huntsman Chemical Co. Founder Jon Huntsman says would support it:
People still see male leaders in a different way than they see female leaders, ongoing research indicates.
If the people at your new job are ridiculously happy to see you, beware. You’ve just inherited a big mess. As early as the interview stage, you may see warnings. Look for problems like these:
Over recent decades, the thinking has held that leaders should be evaluated solely on performance, usually defined as financial performance. Now, several Harvard researchers say that providing meaning and purpose for employees is an equally important gauge of leadership.
You probably think you know your “people people.” They’re the nurturers, the team players, the diplomats. In truth, that ain’t the half of it. Researchers studied the psychological tests of more than 7,000 professionals and identified four aspects of “relational” work: influence, interpersonal facilitation, relational creativity and team leadership. Here’s what it means:
The earlier you face a crisis and make difficult corrections, the better. Just ask Robert Hass, who took over as CEO of Levi Strauss & Co. in 1989.
How do you hire and keep people who share your mission, work ethic and what you believe in? When leadership coach and author John C. Maxwell moved his company from San Diego to Atlanta, he sat his employees down and went over this starter set of values:
Even if you lack formal authority, you can still practice what business professor and researcher Robert E. Kelly calls “small-L leadership” by bringing people together to complete a job.
When conflict erupts among your people, it’s often sparked—believe it or not—by a clash of social identities. These strategies may help:
Page 110 of 139« First...102030109110111120130...Last »