Leadership Values
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Good Leadership Is an Act of Kindness - Harvard Business School Working Knowledge

Good Leadership Is an Act of Kindness - Harvard Business School Working Knowledge | Leadership Values | Scoop.it
The pandemic has challenged managers as never before, but one powerful leadership strategy is being overlooked, say Boris Groysberg and Susan Seligson: Be kind.
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The urgent need for sophisticated leadership

The urgent need for sophisticated leadership | Leadership Values | Scoop.it
The pandemic has highlighted a series of paradoxes inherent to the work of leaders. What comes next will depend on how well they face up to them.
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Creating Authentic Executive Presence

Creating Authentic Executive Presence | Leadership Values | Scoop.it
A common coaching objective for executive clients is to exude greater executive presence while also being authentic. Many successful leaders are known for having exceptional executive presence. When you see this quality, you just know. However, when you don’t see it—you also know. The path to executive presence can be challenging due to the following…
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Leadership That Works for Who?

Leadership That Works for Who? | Leadership Values | Scoop.it
The killing of George Floyd and the countless similar injustices that preceded it call us to reflect on the question, “leadership that works for who?”
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https://www2.deloitte.com/us/en/insights/economy/covid-19/guide-to-organizational-recovery-for-senior-executives-heart-of-resilient-leadership.html?id=us:2em:3na:4di63556:5awa:6di:051420&ctr=read1&...

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Why Great Leaders Never Try to Fix Others  - Lolly Daskal | Leadership

Why Great Leaders Never Try to Fix Others  - Lolly Daskal | Leadership | Leadership Values | Scoop.it
We all wander off our path from time to time, for all kinds of reasons, and that is when great leadership steps in to empower, and not to fix.
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MIT Sloan Management Review on Twitter: "The most limiting and dangerous mindset — the #Sociopath — can be found in individuals who exhibit a reckless disregard for anyone besides themselves #Leade...

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Companies beware the cult of community

Companies beware the cult of community | Leadership Values | Scoop.it
The trend for promoting ‘belonging’ risks doing a disservice to the truly public-spirited
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Accelerating Enterprise Capability

Accelerating Enterprise Capability | Leadership Values | Scoop.it
Improving companies' ability to capitalise on market shifts & serve new customers through improved capabilities, & adaptability to respond to change.
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Great Leadership: Lead, Don’t Manage, Knowledge Workers

To improve innovation and growth, knowledge workers must be led, not managed. Too many policies born of bureaucracy are an enemy to creativity, so the more unnecessary distractions a company can remove from its employees, the freer they will be to contribute more creative ways. Management must reduce the administrative and on the job hassles for its employees by:

• Hiring people who are curious and knowledgeable about the job, the industry, the company;

• Limiting the number and length of meetings;

• Encouraging employees to network internally and collaboratively to continually seek the best and most efficient practices and solutions to problems; and

• Rewarding experimentation and avoiding penalties for mistakes made in
the pursuit of better solutions to customer needs

Via Don Dea
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Steve Jobs had a simple, harsh-sounding theory about what separates great leaders from all the rest

Steve Jobs had a simple, harsh-sounding theory about what separates great leaders from all the rest | Leadership Values | Scoop.it
Steve Jobs expected a lot from himself, and he expected a lot from others.
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The Best Leaders Aren’t Afraid to Ask for Help

The Best Leaders Aren’t Afraid to Ask for Help | Leadership Values | Scoop.it
Acknowledging your weaknesses can be a show of strength.
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5 Steps for Servant Leaders to Redirect Behavior

5 Steps for Servant Leaders to Redirect Behavior | Leadership Values | Scoop.it
Renowned speaker Ken Blanchard shares insights on how a servant leader can effectively give feedback when an employee's performance is less than ideal.
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The Advantages of Being (Seen as) Authentic

The Advantages of Being (Seen as) Authentic | Leadership Values | Scoop.it
Feeling authentic, acting authentically and coming across as authentic are very different things, but are equally important.
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In the Current Crisis, Less Hierarchical Companies Show Special Resilience

In the Current Crisis, Less Hierarchical Companies Show Special Resilience | Leadership Values | Scoop.it
How can more traditional organisations leverage the cultural and behavioural aspects of self-management imposed by the Covid-19 crisis?
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Rediscovering Servant Leadership: 3 Key Practices

Rediscovering Servant Leadership: 3 Key Practices | Leadership Values | Scoop.it
As an antidote to the negative consequences of personality-based leadership theories, new generations of leadership, learning, and talent development professionals are rediscovering servant leadership. That’s great news for those of us who believe that simply focusing on acting like a leader is a poor substitute for developing the character and behaviors of someone who truly…
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9 Strategies To Build An Employee-First Culture

9 Strategies To Build An Employee-First Culture | Leadership Values | Scoop.it
Culture is the most significant lever that any organization requires to drive performance.
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The Best Leaders Are Versatile Ones

The Best Leaders Are Versatile Ones | Leadership Values | Scoop.it
They know how to read and respond to change — and they have the skills to do it.
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Understanding the "identity mindtrap": Personal growth for the C-suite | McKinsey

Understanding the "identity mindtrap": Personal growth for the C-suite | McKinsey | Leadership Values | Scoop.it
If you’re shackled to who you are now, you can’t reach for who you might become next. You're stuck in the identity mindtrap.
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How to Become a Powerful Follower...and a Good Leader

How to Become a Powerful Follower...and a Good Leader | Leadership Values | Scoop.it
Practicing mindful followership lets people build up crucial skills that help them run organizations effectively.
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Finding the balance in leadership styles | McKinsey & Company

Finding the balance in leadership styles | McKinsey & Company | Leadership Values | Scoop.it
To navigate the complexities of business today, leaders must be willing to include and transcend the strengths that got them there to embrace greater sense of purpose and humanity.
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The Best Leaders Aren’t Afraid to Ask for Help

The Best Leaders Aren’t Afraid to Ask for Help | Leadership Values | Scoop.it
Acknowledging your weaknesses can be a show of strength.
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Profit And Purpose - Why They Can And Should Go Hand In Hand

Profit And Purpose - Why They Can And Should Go Hand In Hand | Leadership Values | Scoop.it
We used to speak of ‘business’ and ‘society’ as two separate entities, but business is and always has been a part of society - made up from, and reliant on its members. As the complex relationships between business and society merge and become further entwined, it is more important than ever for businesses to draw around a common purpose, not just in pursuit of profit but also in terms of positive impact on the world around us. People as both consumers and as employees of businesses are today demanding greater transparency, accountability and responsibility in all aspects of their public lives. As a result, organisations are recognising the need to build purpose into the core of their work.

It’s taken as a given that businesses need to innovate, evolve and adapt in order to survive. We have seen the rate at which this is happening increase exponentially, sometimes catching businesses off guard and exposing them to a threat of disruption. Whether you’re a reluctant innovator or a born change maker, like it or not, a rapid rate of change is inevitabl
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A CEO's authentic leadership in action

A CEO's authentic leadership in action | Leadership Values | Scoop.it
“It’s my fault and I’ve got to own it. I waited too long to deal with the issue, and my delay created tremendous pain and dysfunction in the organization.” Eric, the CEO of a medical device company, was describing the impact of a hiring decision he’d made some years ago and now regretted.
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