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.

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Say you’re part of an overworked two- or three-person HR department that struggles to keep up with basic administrative duties. Advances in HR self-service technology and the need to cut costs are pushing some organizations to transfer basic HR duties to their management team ...

When employees lose their jobs because of alleged discrimination, the Pennsylvania Human Relations Commission (PHRC) can award them lost wages based on the difference between their past earnings and what they currently make as self-employed individuals, ...

Recently, clever lawyers toyed with a new tactic, hoping to turn individual discrimination cases into nationwide class-action monsters. They’d find a single unhappy employee and sue on behalf of all similarly situated employees in a company’s subsidiaries ...

In their zeal to attract good candidates, HR people and hiring managers often show job candidates only a shiny, happy picture of the organization. That's not smart ...

So many people have written about active listening, you probably believe you’ve mastered it. But have you?
Here’s the lowdown from women leaders who have risen to the top and seen it all:
Sometimes it’s hard to absorb how two leaders in the same field can have such different leadership styles. Take these two female aviation pioneers:
During his wars in Africa, Julius Caesar knew that his troops would come face-to-face with an enemy they had never seen before: cavalry riding on elephants, not horses. It posed three problems for his soldiers:
People define quiet leaders by what they’re not. They’re not making big-deal decisions. They’re not at the top of the food chain. They don’t take the spotlight. They view themselves modestly and, often, not as leaders.
As a business strategy, innovation is never a fad: Its always in or out of fashion, says leadership guru Rosabeth Moss Kanter. Right now, it’s definitely “in.”
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