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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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You want to improve teamwork. So you reward group performance, praise any signs of collaboration and prod loners to become joiners. That’s a good start, but why stop there?
Are you in touch with your company’s core values? And what about your team? Have you sat down as a group to talk about what your core values mean? If not, suggest to your boss that it might be time. Here’s the potential payoff for you and your boss:

You don't need the word "chief" in your title to act as a leader to the troops. Show that you possess the qualities for promotion by exhibiting these leadership traits:

Is it possible to give feedback to your boss in a way that improves her performance as a leader? Or is it better to keep quiet than put your relationship at risk? The ability to give upward feedback depends on the relationship between you and your boss. Without trust, the feedback will be impossible to receive. Tips for giving upward feedback:
Every October, we celebrate Christopher Columbus’ discovery of the New World. What history seems to have glossed over is some poor leadership on his part.
Robert Bruner, dean of the University of Virginia’s business school, offers these answers on what it takes for leaders to draw followers: moral authority, a credible plan—and the loudest megaphone.
Think meditation is “too soft” for hard-core leaders? Think again. The U.S. Navy teaches “holistic leadership” ... Make wise use of limited new-hire funds by screening interviewees with this question: “What’s the toughest feedback you’ve ever received and how did you learn from it?” ... Brainstorming sessions may not be the best way to generate the best ideas ...
When it’s time for company leadership to tap employees to work on a new, interdepartmental project, whom do you think they’ll pick? And if the company is forced to restructure and lay off, who would least likely be sacrificed? The cross-functional whiz, or the employee who works in a silo?

Are your employees too happy? Too satisfied? Are you tired of being pestered with ideas for saving time and money, improving morale or making work more rewarding? Here’s how to deal with those happy little people:

Every inadequate executive fails to live up to his or her leadership role in some way. Here’s the tale of one executive who failed because he lacked—or simply didn’t practice—five essential components of good leadership:
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