Leadership/Management Featured

  • Leadership Influence

    Leadership is shown by influencing people to change direction. But what forms of influence count as leadership? How does it differ from managerial influence?
  • Why Emotional Intelligence Is Not Essential For Leadership

    Thanks to Daniel Goleman it is accepted wisdom that leaders must be emotionally intelligent to be effective. But this notion is not only wrong, it is harmful if it blocks people from showing leadership who might otherwise be great and vitally important leaders.
  • The Content of Leadership

    Leadership is always ABOUT something: values, strategy, politics, markets or technology; it has content. It advocates a better way on a particular issue. But the role of content is obscured by our obsession with the character of the person in charge.
  • Leadership as Influence

    If leadership is an influence process then it can't be a role or type of person. Thinking through what leadership-as-influence means helps us see how all employees can show leadership regardless of the type of person they are or their role.
  • The Ideal Leader

    The ideal leader has vision, charisma, integrity, emotional intelligence, an inspiring delivery and sterling character. But if there are leaders who don't fit this image, then we can't use our ideal to define leadership in general.
  • Twenty-First Century Management

    Managers occupy roles with authority over others. But when knowledge workers manage themselves, management is a process in which all can engage. Yet, in our efforts to define management, we persist in calling it a role, thus for managers only.
  • Creating an Engaging Culture

    Much of Gallup's employee engagement advice repackages decades old motivation techniques that may improve business performance somewhat but without fully engaging employees.

Success at Work Featured

  • Discovering Your Career Path

    Frustrated with the slow pace of your career advancement? No obvious job openings in sight? And you aren’t really sure what you would like to do next anyway?
  • Beyond Leaders and Followers

    Advocates of followership claim that employees must be followers, otherwise there would be no leaders. But a closer look at what it means to lead shows that employees are collaborators, partners, supporters or associates, not followers.
  • Collaborative Assertiveness

    We think of assertiveness in adversarial terms: how to defend ourselves against someone using strong-arm tactics to influence us. How about a more constructive, win-win approach?
  • Managing Anxiety at Work

    Managing anxiety at work requires a good level of emotional intelligence to get beyond denial: to recognize it, understand what causes it and how it affects us.
  • What is Servant Leadership?

    Servant leadership is a very popular leadership model. It was developed by Robert K. Greenleaf in 1970.
  • What is Followership?

    Followership is all the rage today. We are encouraged to study it for two reasons. First: leadership implies followership; you're not leading if no one is following. Second: leaders and followers now work closely together. Leadership is a relationship, so the argument goes.
  • Celebrating Your Success

    Celebrating our successes is a much neglected way to boost our confidence. Doing so gives us a sense of making progress. Instead, we beat ourselves for mistakes and unachieved goals.