Traditional management practices evolved during the industrial age. But while the world has moved on, management has been left behind. The 21st century demands a leadership model that isn't ego-led but based on 'Primus Inter Pares' - first among equals.
Nelson Mandela's qualities and impact as a leader are indisputable. He was courageous and resolute. He was a pattern-breaker. His character and vision were profound. Yet, his most enduring legacy won't be what he did as much as what he didn't do.
Creating, sustaining and leading growth takes a lot more than big goals and hard work. If you want to lead sustained growth, train yourself and your team to think and act more like endurance athletes.
Does your boss ever apologise if he or she has made a mistake? According to a new survey, half of employees feel that their boss never or rarely does, something that is affecting levels of trust in leaders and undermining employee engagement.
The first impressions of our personal brands stick like glue. But the truth of who we are is a lot more complicated and perceived reality depends on who is watching and when. For leaders, that volatility is particularly important.
Leading an organization through a period of rapid growth is hard work. But when that growth is taking place outside a company's home culture or market, growth leaders face even tougher challenges.
Getting a remote team to innovate and generate ideas exercises a very particular set of leadership muscles. To be effective, you need to cultivate your situational awareness.
Hierarchy-agnostic, fast, autonomous and risk-taking, Facebook is also the first Millennial-run company in the Fortune 500. So how it approaches leadership development today is how others will approach it tomorrow.
Far from pushing their organizations to greater levels of achievement, strong leaders who equate leadership with power actively undermine performance, new research has found.
When we think about it, management really isn't that complicated. But over recent years, our obsession with 'leadership' has undermined the importance of hands-on management – often to the great detriment of organizations.
Ego – either much or too little – is a prime leadership derailer, which is why assessing it needs to be a key component of the talent planning process.
The World isn't flat. So leadership can't be just about the values and style of the leader. To lead successfully across cultures and break the ties of ethnocentricity requires a real understanding of the values and preferences of followers.
Why do so many leader-types refuse to take proper holidays? Fresh back from a well-earned break, Duane Dike wonders what message that sends and explores the roadblocks – perceived or actual – that stop us leaving the office behind.
Leadership is impossible without self-knowledge and self-development. But if you're really set on failing as a leader, here are some key behaviors that will go a long way towards creating a toxic, disengaged, distrustful and low-performing organization. Do any of them describe you?
You don't always have to meet face-to-face. But equally, you can't expect to be an effective leader or manager if you rely entirely on videoconferencing. In the real world, it isn't a simple choice of one or the other, but more 'how' and 'when'.
Real leadership is about systems, not sound-bites. Leaders need to understand the relationships between systems. Every decision, every move, every hallway-passing interaction interconnects with other people's personal systems, with results that are sometimes not pretty.
In contrast to social-minded (aka transformational) leaders, task-oriented leaders (aka micro-managers) are all about measurement, comparison and control. And the inevitable result of this is that they refuse to let people get on and do their jobs.
The finger of blame is frequently pointed at rank and file staff for being resistant to change. But in many cases, the real resistance comes from transactional bosses who refuse to change the way they lead.
The current paradigm of leadership is broken. What we need in its place, says Professor Ken Starkey, is a model of leadership grounded in humility and balancing a concern for self with a concern for others.
Inspirational leadership is often seen as the key to a successful business. But inspiration isn't the only way. Aspirational leadership can also drive and sustain highly successful organisations. So should we try to combine the best of both and creating a new leadership model?
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