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.
After flying 61 combat missions in World War II and winning military honors, Robert McDermott didn’t bask in the glow of his military heroics. Instead, he helped build the Air Force Academy into a model of military education and then shifted to the private sector to become CEO of USAA.
Mark Leslie ran two firms before becoming chairman and CEO of Veritas Software in 1990. He knew from experience that when senior executives make decisions based on shared information with their employees, it decreases office politics and helps everyone buy into the company’s strategy.
When Glenn Murphy left a Canadian drugstore chain in 2007 to become CEO of Gap, the clothing retailer had sustained a multiyear losing streak. But it’s finally bouncing back.
Throughout his 17 years in the financial services industry, Graham Coxell has witnessed good and bad leadership. His conclusion? It’s better to seek to understand others than berate them.
What behaviors make great leaders? "Integrity is so essential. People will only follow someone who has integrity," says Al Bolea, who has enjoyed an exciting career in the oil and gas industry. Today, Bolea runs Applied Leadership Seminars in Big Lake, Alaska.
Early in his career, John Allison knew he possessed strong math and analytical skills. But the young banker wanted to do more than crunch numbers, so he developed as a leader. He became BB&T’s CEO in 1989 and served in that role for nearly 20 years.
In 1985, Steve Jobs launched a computer firm called NeXT. He set ambitious goals at NeXT to serve the higher education market, but that meant he needed to recruit a top-notch technical team to his new company. In his efforts to woo Steve Mayer, a video engineer who had co-founded Atari Corp., Jobs pulled out all the stops.
To see what self-awareness has to do with overcoming obstacles, researchers look at how people use it. Take David Chang, who started out with a humble noodle bar, Momofuku. It wasn’t going anywhere. Instead of blaming someone, he subjected himself to a brutal self-assessment.
On June 2, 1944, all the pieces were in place for the largest amphibious assault in world history. Planning for D-Day fell to Supreme Commander Dwight D. Eisenhower. The only unknown? The weather. How did he make one of the most consequential decisions in history?
Here’s one of the most important questions a leader must ask: How do we do business? It’s critical to establish the values and ethics that undergird any organization.