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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Some leaders earn their berth through their execution skills. Others get ahead through their ideas. Mathematician Benoit Mandelbrot fell into the second group.
Leaders don’t need to be flamboyant. In fact, sometimes they can seem invisible. Take umpires ...
You might need leadership training if: 1. Your employees lie to you. 2. Nobody tries to poach your employees. 3. You’re always in crisis. 4. You ask yourself what you should do legally, instead of what’s the right thing to do. 5. You hog credit.
Legendary Washington Post publisher Katharine Graham developed her tough leadership style during battles that almost sank the newspaper in the 1970s. Plagued almost daily by printers’ and pressmen’s slowdown tactics and bullying tactics from their unions, Graham worried nightly whether the next day’s paper would get out on time.
Some say Microsoft's “stack ranking” policy crippled the company’s ability to innovate. “Stack ranking” is a system that forces each functional unit to rate every employee as a top performer, a good performer, average or poor.
What they should tell you during business school commencement speeches is this: In the real world, you’re going to need to build and channel influence.
Success is not about having more money or connections than the other guy. It’s about being willing to “outwork and outlearn everyone when it comes to your business,” says Mark Cuban, the tech billionaire.
One reason that Polaroid went out of business, says former Polaroid CEO Gary T. DiCamillo, is that the revenue it earned from film sales served as a blockade, preventing experimentation with new business models. Eventually, all successful companies run across this problem.
In a new examination of twin studies, Scott Shane, management professor at Case Western Reserve University, reveals a growing consensus that genes really do account for many of the differences between individuals—in business as well as the rest of life.
R.A. Dickey’s career was failing. A pitcher in the major leagues, he struggled on the mound. To compensate for a ligament problem in his pitching arm, he was in the midst of reinventing his pitching style. Not only did he reinvent his pitch, he made it something unique—the knuckleball.