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.
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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.
You’ve probably been watching global finances with a wary eye, waiting and wondering if it’s all going to blow up. But it’s not under your control.
Whether you feel like a “born leader” or a thinly veiled fraud, you can develop valuable insights by quizzing yourself on your skills, traits and experience as a leader. On each of these items, give yourself an “S” for strong or “N” for needs improvement.
Run down this list to see if your behavior aligns with the “high influence style” of leadership.
Leaders need to project the kind of confidence that can start a conversation instead of shutting it down, so they should aim to be more like Oprah Winfrey than Martha Stewart.
Here are some ways to use time more wisely: 1. Stop trying to do everything ... 2. Stay on message ... 3. Don’t let routine matters usurp important ones ...
Do you recognize and appreciate an employee who is good at a skill that isn’t your strength? Or do you minimize the importance of this skill?
For generations, Procter & Gamble innovated from within. The giant consumer products company that makes Tide detergent and Crest toothpaste conducted research-and-development veiled in secrecy. Under A.J. Lafley, P&G’s now-retired CEO, the company’s closed innovation process began to open up.
New leaders have expanded from “country-centric” to global in outlook. They have to be smart, says former Medtronic CEO William George, but now they have to be culturally and emotionally intelligent, too.