Mastering your Inner Game of Leadership

Great Leadership By Dan

They provide a unique window on the impact overly controlling, self-centered leadership styles can have on others: “Regarding the letter you sent, the heart of your servant is ill, when my lord said: Don’t you know how to read a letter? What are the enduring qualities of great leadership?

Thomas J. DeLong: An interview by Bob Morris

First Friday Book Synopsis

Before joining the Harvard Faculty, DeLong was Chief Development Officer and Managing Director of Morgan Stanley Group, Inc., Thomas J. DeLong is the Philip J. Stomberg Professor of Management Practice in the Organizational Behavior area at the Harvard Business School. where he was responsible for the firm’s human capital and focused on issues of organizational strategy and organizational change. ??At At Harvard, Professor DeLong teaches [.].

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

Deep Motivations, Not Competencies, Drive Leadership Performance

The Empowered Buisness

Your underlying (and often unconscious) attitudes and motivations determine what you pay attention to and focus on in your leadership role. Before delving into 7 key leadership motivation patterns, let’s first look at 3 often-missed truths about performance. Yet companies continue to invest in skills development only to be disappointed by little or no difference in performance. Different leadership roles require different motivation patterns for high performance in that role.

What Are Your Needs?

CO2

Today, we’ll review three attempts to classify human needs: Maslow’s Hierarchy of Needs, Alderfer’s ERG Theory, and McClelland’s Need Theory. Once these needs are met, humans move on to the higher-order needs (social, esteem, and self-actualization), which address how we develop with and around others. In other words, just because a need is met doesn’t mean that it’s met forever or that flaws don’t develop. McClelland’s Need Theory. What are your needs?

Five Reasons WHY Leaders Need Emotional Intelligence Training

The Center For Leadership Studies

It isn’t overstating the obvious to establish that, just like the muscles in our bodies, EI skills must be used and developed, then used and developed some more. It must be noted that Generation Z is wide-eyed and watchful, soaking in and being formed by these leadership lessons.

Master Your Motivation

Skip Prichard

Susan Fowler is a thought leader on discipline and self-leadership. “In a world crying out for effective leadership, I think we need to begin with an obvious source: ourselves.” Find ways to align goals and expectations with your developed values. But the truth is, we need to see progress—we need to develop skills to be effective in everyday situations. Leadership Tip: Instead of punishing mistakes, ask your team: What did you learn today?

The Leadership Vacuum | N2Growth Blog

N2Growth Blog

There is nothing short of a voluminous amount of leadership information being published on a daily basis. The text that follows is meant as both a rebuke of my industry, and a challenge to my fellow practitioners…It is my hope that this post stimulates vigorous discussion, and a great deal of thought on how we evolve the practice & discipline of leadership, not for our own glory, but for the good of our clients and society as a whole.

Blog 244

Leadership Is About to Get More Uncomfortable

Harvard Business Review

In our recent book, “ Leadership 2030: The six megatrends you need to understand to lead your company into the future ,” we examined the repercussions of the convergence of major forces like globalization, climate change, increased individualism, and accelerating digitization. Among our findings is that leadership in the future will involve increased personal and business-level discomfort. Organizations need to develop leaders who are motivated by altrocentric leadership.

Shifting from Star Performer to Star Manager

Harvard Business Review

The late, great scholar David McClelland studied three human needs, or motivators that are profoundly important when it comes to managing people: the need for achievement, the need for power, and the need for affiliation. But, as David McClelland pointed out, the need for power is very human. This is what McClelland called “personalized power.” Developing your self-awareness, empathy and self-management will help you understand and manage your motives.

Do You Have What It Takes to Help Your Team Be Creative?

Harvard Business Review

McClelland got the ball rolling in the 1970s. Invariably, we have learned that murky human performance categories like sales ability and leadership can be broken down into skill sets that are not only measurable; they are also trainable. So creativity, like leadership, can be broken down into measurable, trainable competencies, and providing such training pays off both with more creative output and more money. Developing employees Managing people Creativity Article