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Leadership Skills

Don’t just be a boss — be a leader. Maximize your leadership skills in the five most crucial areas: decision making, executive coaching, leadership training, strategic management and understanding your leadership style.

Situational leadership changes depending on the type of leadership (direction and support) each of your employee’s needs. Emotional leadership is based more on the theory of emotional intelligences and relates to the situation at hand.
Access more articles, tools and advice on maximizing your leadership skills.

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Harold Moore Jr. is a retired lieutenant general in the U.S. Army who’s famous as a Vietnam War battlefield commander. He’s co-author of We Were Soldiers Once … And Young and other books. Years ago, Moore gave a talk in which he listed three principles of leadership.
In running a men’s clothing company, Hil Davis, who co-founded J. Hilburn in 2007, admits that his attitude initially got in the way. He says that his arrogance and ignorance led him to make a series of poor decisions during the firm’s early years.
Sweat it like the co-founder of ZipCar ... Imagine it like a Nobel Prize winner ... Say bye-bye to spam.
Brent Peterson learned a sad lesson at a food truck. One day, he only had $5. He figured that wouldn’t be enough for Indian cuisine, so he was ready to keep walking when the food truck’s proprietor stopped him ...
Many leaders pride themselves on their ability to listen. But to listen well, you must do more than concentrate on what you hear: You need to ask smart questions. Follow these steps to ex­­tract more information through probing.

Arthur Ochs “Punch” Sulzberger, former publisher of The New York Times who died in 2012, had not been an obvious choice as leader. Mild-mannered, introverted and modest, Sulzberger remained modest even after great success in the family business.

Chuck Yeager turned 90 in February but refuses to slow down. “While I’m not gonna run no marathon, I still hunt and fish and fly,” says the guy who broke the speed of sound with a rocket plane in 1947.
In 1986, Richard Manoogian was CEO of Masco, a maker of faucets and household products that had produced 29 straight years of earnings growth. The firm was generating nearly $2 billion in cash—and Manoogian decided to invest a big chunk of it in the furniture business. Manoogian called it “probably one of the worst decisions I’ve made in 35 years.”
You can trumpet your organization’s core values and unshakable ethics. But your actions will influence what em­­ployees think far more than your words.
To bring cultures together, identify differences in attitudes and work habits. Then address the differences so that everyone gains a better understanding of their colleagues’ perspectives. Skip this step and conflicts can erupt. This occurred after Daimler-Benz acquired Chrysler in 1998.
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