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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Buddhists believe that the greatest masters of pottery, Kung Fu and other arts never forget how they felt on the day they began their studies. Here’s how to adapt that “beginner’s mind” to leadership:
Issue: When can (and should) you use personality testing to screen applicants? Benefit: More tests are available online, which makes them easier and cheaper ...
Leadership researcher Robert Hogan says two-thirds of the people in leadership positions in the Western world will fail. “They will then be fired, demoted or kicked upstairs,” says Hogan.

To astronaut Eileen Collins, leadership consists of four values: technical ability, an understanding of people, openness to new ideas (no big ego allowed), fairness—without even a perception of unfairness.


Watch “American Idol” for only 10 minutes and you’ll understand what makes the three judges tick. Each owns a classic leadership style with its own strengths and weaknesses. Here’s what we mean:
Leadership is as simple as a drill sergeant’s welcome to boot camp—and as powerful, says Mark Bender, are tired Army lieutenant colonel whose 24 years of active duty ranged from infantry to intelligence. Here are his 10 strategies to stay hungry and keep your troops moving:
Peter Drucker, that sage of business management, came up with these questions to help leaders of nonprofit institutions not only see the future but shape it. The questions work equally well for government and business leaders.
IBM founder Thomas Watson Sr. was much more than a wildly successful businessman:  He was a seer.
In 1976, rebel forces kidnapped Bill Niehous, general manager of Owens-Illinois’ Venezuelan operations, and held him in the jungle for three years before he escaped.
Black Entertainment Television founder Robert Johnson is no shrinking violet. But he’s only half joking when he says he fears Jamie Foster Brown, his protégé who’s now a media phenomenon herself.
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