Leading From Within: Shifting Ego, Ceding Control, and Rising Empathy

Great Leadership By Dan

The shift marks a significant move away from Henri Fayol's autocratic “command-and-control” type management theories and methodologies which have been in vogue since the early 1900s. In parallel, in a fast-evolving, technology-rich marketplace, flexibility is essential and expertise is increasing its weighting relative to tenure with authority being assigned accordingly. Guest post from Sophie Wade: Leadership is in the midst of a major makeover.

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Planning Doesn’t Have to Be the Enemy of Agile

Harvard Business

Early in the twentieth century Henri Fayol identified the job of managers as to plan, organize, command, coordinate, and control. In the face of relentless technological change, disruptive forces in industry after industry, global competition, and so on, planning seems like pointless wishful thinking. The Fayol legacy lingers. It restructured its operations in the Netherlands by reorganizing 3,500 employees into agile squads. Jon Feingersh/Getty Images.

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The Role of a Manager Has to Change in 5 Key Ways

Harvard Business

For almost 100 years, management has been associated with the five basic functions outlined by management theorist Henri Fayol: planning, organizing, staffing, directing, and controlling. That way, the operation can be fully justifiable, one that runs the same way year in and out. Many managers have told us that their number one job is “putting out fires,” fixing the problems that have naturally arisen from operating the business. pchyburrs/Getty Images.

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