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.
Despite the chummy-sounding acronym, PALs (short for passive-activity losses) are anything but friendly to taxpayers, particularly those who invest in real estate. Fortunately, you can gain more tax saving value from your PALs with some astute tax planning.
Here’s a process for making ethical decisions. Run through this work
sheet if you ever feel queasy about the path you or your organization
is about to take.
New findings suggest that close-knit teams are often less competitive than teams in which camaraderie is weak. Sociologists at the University of California and elsewhere see some compelling reasons why friendly teams finish last:
Lorraine Monroe’s life changed when a teacher encouraged her to run for
student office in the fourth grade. That began what was to become
Monroe’s lifelong affinity for leadership roles.
Here are the top five smartest books on leadership, as chosen by Fortune magazine:
If you’re chronically angry, take these four steps to turn your leadership from negative to positive:
Both are important, but management and leadership are different, say experts Warren Bennis and Burt Nanus.
If you want your people to feel accountable for results, you’ve got to measure their performance. One solution: Establish a performance contract with each person.
You’ve heard it before: If you’ve never failed, you’ve never really
succeeded. Some of the most accomplished leaders have endured
spectacular flameouts. So, deal with failure and move on.
Heed these do's and don’ts:
The ancient Romans built a magnificent city over a swamp because they
envisioned a powerful, stable society and had the craftsmanship and
discipline to make it happen. The plan’s sheer scale reveals the
Romans’ larger-than-life ambitions. Use this three-part approach to make sure you’ve got enough “oomph!” behind your mission.
The landowners of Celtic Ireland elected their kings based on merit. Cormac MacAirt—known for peace, prosperity and justice during his reign
as a high king in the third century— was reputed to have written books
on criminal law and history as well as a famous manual for leaders.
“Leadership is not magnetic personality,” says management guru Peter Drucker.
Napoleon’s defeat at Waterloo overshadows what is perhaps his biggest leadership gaffe.
Even when no one around you sees you as a leader, you can be one. That
was true of Sacagawea, the lone woman and only Native American on the
Lewis and Clark expedition. Although she remains a mystery, here are some of her leadership qualities, unrecognized at the time:
From the U.S. Marine Corps— leaders by definition, as its members are
often the first combatants in a military offensive—here’s a checklist
of leadership strategies:
Dennis Donovan describes his style of leadership as being an agent for
change. When he joined Home Depot as an executive vice president, his
goal was to put a human resources person in every store.
Most of us have had bosses so insecure that they could never let their employees succeed. Jack Winter was such a guy. Fresh out of college, he found himself in
Miami Beach on a venerable staff of comedy writers because TV celebrity
Jackie Gleason had picked some of his material. As it turned out,
Winter didn’t understand Gleason’s humor. What’s worse, Gleason turned
out to be a tyrant. Luckily for us, we can use his memories to become
better leaders. Some of Winter’s wonders:
A personal symbol can help you stay centered during tough times. Some real-world examples:
You start to think that you have to be perfect to be a leader. You have
to set perfect goals, make perfect speeches, arrive at perfect
decisions and motivate people perfectly. Not so. Even the greatest leaders have flaws. Sometimes very big flaws. Consider E. B. White, the legendary editor of The New Yorker.
Management fads make employees cynical, says coach and consultant Wolf
Rinke. They feel used and even abused. Eventually, they develop thick
skins so they can stay sane while playing the “Let’s pretend” game
during management’s next fad onslaught. To stop the insanity, Rinke points to research showing that four basic,
“somewhat nonsexy” practices lead organizations to outperform their