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.

Researchers have uncovered the motivations behind why employees stay loyal to their employers. Here are the top 18:
Benjamin Franklin managed to set up America’s first publishing chain, public library, fire department and nonsectarian university; plus “discover” electricity; invent bifocals, a stove and daylight-saving time; map the Gulf Stream and write the first national best-seller. What principles drove him?
These days, “nice” is a leadership tool, especially in light of Enron-style accounting, vanishing pensions, quarter-billion-dollar executive pay packages and bloggers eager to report what it’s like to work at your organization. “Positive energy is the Holy Grail of business right now,” notes University of Michigan professor Kim Cameron.
In his methodical way, Arthur Berchin loves to win. As coach of this year’s academic decathlon team at William Howard Taft High School in Woodland Hills, Calif., Berchin in April led the school to its third national title. Here’s how Berchin does it:
Thanks to breakthroughs in neuroscience, we can better understand how the brain works … and help your team outgrow bad habits.
You can learn vital leadership lessons from King Solomon, still considered one of the wisest men who ever lived. Here’s a sampling of Solomon’s advice:
John F. Kennedy had many advantages when he first ran for elected office in 1946, including money, charm, wit and good looks. But Kennedy also decided to buck the status quo. His approach raised him to national prominence.
Funny, but the very same skills that leaders find most important for leadership— communicating and listening (43 percent)—they also consider their biggest shortcomings. At least according to a new survey.
“Whole” leaders balance head, heart and guts, while “partial” leaders lag in one or two qualities. Here’s a series of questions to determine if you or your organization are balanced, along with adjustments you can make:
You may not want to think about this, but the sooner you figure out your own succession plan, the better. “Leaders don’t go soon enough,” says Gary Erickson, founder of Clif Bar, the $100 million maker of energy bars.