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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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In tough economic times, organizations must focus on getting the highest possible return on their workforce investment. To achieve that goal, it’s more important than ever for supervisors to motivate employees, challenge them to peak efficiency and create an environment that helps them grow not just as employees, but as people. Here are six ways [...]

In case you were clinging to the idea that leaders fly solo, new evidence indicates they don’t. Research shows that leadership teams are four times as important as individual leaders in developing strategy.

Most leaders think strategy drives leadership. “The fact is, culture eats strategy for lunch,” says Dick Clark, who took over the pharmaceutical firm Merck in 2005 and discovered an insular, ivory tower culture ...

Combat stifling bureaucracy by coaching or removing indecisive managers, advises Ram Charan, co-author of Execution. “You know who they are,” he tells BusinessWeek ...

Sometimes, employees who do great at one job lay an egg when promoted up the org chart. When that happens, and you find you have to terminate the employee, be sure to document exactly what went wrong. Otherwise, the employee may sue, claiming some sort of discrimination ...

Greg Brenneman prefers to work for “sick” companies, or the ones in need of the most leadership. His corporate turnaround strategy sounds deceptively simple ...

If you’re contemplating a layoff, you’ve no doubt given some thought to which employees you want to let go—and which ones you absolutely must retain. But know this: Every time an organization lays off even a few employees, voluntary turnover jumps in response ...

Front-line managers are often dropped into management roles without knowing how to manage people or where to turn for advice. Yet, these are the people tasked with making customers and employees happy, and carrying out the organization's mission ...

Chiefly, you learn how to make decisions by doing. But you can also learn, says Michael Useem, director of Wharton’s Center for Leadership and Change Management, by approaching people who are good at it, watching how they do it and asking them to reconstruct the process.

You expect your managers to possess basic values, communicate clearly and act like responsible adults. But sometimes, you get a bad apple. If you’re regretting a management hire, first judge the degree of badness. A “continuum of badness” has been developed to help you.

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