[CCL] Relationship-building is considered the strongest trait an effective leader will have, says Jean Leslie, a researcher with CCL. In describing or evaluating unsuccessful managers, experts find that their inability to develop and maintain relationships is listed as their biggest weakness and the biggest hindrance to a company.
[CCL] You may be pretty familiar — and probably fairly comfortable — with the model of the visiting leadership coach. Sometimes it’s easier to dispense leadership advice to an audience you don’t know. So it’s no wonder these leadership pros seem so confident. But what if you’re asked to coach a subordinate or a peer within your organization? Is coaching someone you might work with daily a Quixotic task?
[Harvard Business] Poor leadership in good times can be hidden, but poor leadership in bad times is a recipe for disaster. To find out why leaders fail, we scrutinized results from two studies: In one, we collected 360-degree feedback data on more than 450 Fortune 500 executives and then teased out the common characteristics of the 31 who were fired over the next three years. In the second, we analyzed 360-degree feedback data from more than 11,000 leaders and identified the 10% who were considered least effective. We then compared the ineffective leaders with the fired leaders to come up with the 10 most common leadership shortcomings. Every bad leader had at least one, and most had several.
Whether you’re an emerging leader, a seasoned pro or a top exec, you’ll want to take note of five important business and leadership trends.
The five trends are based on results from The Center for Creative Leadership’s groundbreaking research on “The Changing Nature of Leadership,” and data collected from 247 senior executives who attended CCL’s Leadership at the Peak program from July 2006 to April 2007.
Trend No. 1: The Rise of Complex Challenges. Most executives (91 percent, in fact) believe the challenges that their organizations face are more complex than just five years ago. According to the executives, the top factors contributing to the increased complexity are: internal changes to an organization, market dynamics, a shortage of talent, and globalization. CCL’s Corey Criswell, one of the authors of the study, reflects that, “The combination of changes in market dynamics and a shortage of available talent create a tough environment. It appears that organizations and individuals will have to keep doing more with less while responding even faster to changes in their industry and economy.”