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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People are afraid to become leaders because the role demands visibility and vulnerability. Even people already in leadership positions often shirk the essential part of their jobs requiring their presence at the front of the pack. It’s impossible to lead without putting yourself out there. To be a leader means:
Mocked as “a third-rate Western lawyer” and a “fourth-rate lecturer,” Abraham Lincoln turned out to be a political genius: not because he mastered politics but because of his emotional strengths:
Former Sunbeam Chairman and CEO Albert Dunlap thinks relying on consensus is a copout.
Everybody pays lip service to customer contact. Real leaders actually pick up the phone.
“I can’t get anybody here to work as hard as I do!” That’s a common complaint among managers.
As you look back over the past few years, can you identify critical projects that you thought about but never started? Can you justify your inaction through lack of time or uncooperative colleagues? If so, you may have caved in to a simple lack of willpower, which two authors of a new book identify as a common leadership problem.
Good managers are rare birds, and great leaders are even rarer, says management consultant Marcus Buckingham. That’s because leaders are unflinchingly, unfailingly optimistic. Here are Buckingham’s three requirements for a great leader:
Male leaders can do a lot worse than getting in touch with their trendy “feminine side.” At least, that’s what a new study by management consulting firm Caliper indicates. The research, which assessed 59 women leaders and compared them with a representative sample of their male peers, pinpoints women’s particular strengths. Namely:
Adversity stinks, but it does wake you up. Doug Sundheim, a leadership adviser whose friend recently got the ax in a round of corporate layoffs, says that when you find yourself in a tough spot, you should do the following:
Issue: When it comes to skills building, many HR specialists think only about the Society for Human Resource Management (SHRM).
Risk: SHRM is a great source, but HR pros shouldn't ...
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