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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.

During his wars in Africa, Julius Caesar knew that his troops would come face-to-face with an enemy they had never seen before: cavalry riding on elephants, not horses. It posed three problems for his soldiers:
People define quiet leaders by what they’re not. They’re not making big-deal decisions. They’re not at the top of the food chain. They don’t take the spotlight. They view themselves modestly and, often, not as leaders.
As a business strategy, innovation is never a fad: Its always in or out of fashion, says leadership guru Rosabeth Moss Kanter. Right now, it’s definitely “in.”
Building power by deceiving others, even in small ways, is false leadership, which in the end will only bring any leader down.
Retired Army Gen. William A. Cohen offers seven facts you need to know before you can start leading.
Phil Rosenzweig, professor at the International Institute for Management Development in Switzerland, warns against halos, or a version of the “halo effect” that clouds our thinking about leadership.
Laptops, cell phones, BlackBerries, IM, wireless everything. The U.S. work force stays connected to the workplace more than ever.
Are you constantly encouraged to enjoy the fruits of your labors? It’s all too easy to sink back into that feeling of contentment and self-satisfaction called complacency.
Leadership consultant Antony Bell tells this story to show the stubbornness of our assumptions: what psychologists and scientists call our “paradigms.”
The first President Bush possessed a deft touch with volunteers, staff and media that made them want to follow him as early as the 1980 presidential campaign, in which Bush bowed out after Ronald Reagan overtook him.