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... account for 89 percent of leadership effectiveness:
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Problem-solving - when information is gathered, analyzed, and considered.
Difficult to get right, yet this process is a key input into decision making, for both major issues and daily ones.
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Leaders with a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work.
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Leaders who do well on this dimension typically base their decisions on sound analysis and avoid the many biases to which decisions are prone.
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By showing a sincere interest in those around them, they build trust and inspire and help colleagues to overcome challenges.
They intervene in group work to promote organizational efficiency, allaying unwarranted fears about external threats and preventing the energy of employees from dissipating into internal conflict.
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Leadership development is viewed as a current and future priority. Despite efforts to produce and nurture new leaders, only 7 percent of senior managers think that their companies develop global le...
Many training initiatives assume that the same group of skills or leadership styles are suitable without considering the strategy or organizational culture of a company.
An excellent leader in one situation does not necessarily perform well in another. Focusing on context means equipping leaders with two or three competencies that will make a distinction to performance, rather than a list of leadership standards that is of no specific benefit.
Companies face a challenge when it comes to planning the program's curriculum. Adults typically retain only 10 percent of what they hear in classroom lectures, but nearly two-thirds when they learn by doing.
The answer seems straightforward: tie leadership development to real on-the-job projects. While it is not easy to create opportunities that simultaneously address high-priority needs, companies should strive to make every major business project a leadership-development opportunity as well.
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“The biggest risk is not taking any risk. In a world that is changing really quickly, the only strategy that is gu..."
Millennials expect to be developed via opportunities, mentoring, and stretch assignments. However that is hard to come by in top-heavy companies.
Most millennials think their roles provide little development while most companies report they have excellent or adequate programs for Millennials.
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When our curiosity is triggered, we are less likely to fall prey to confirmation bias (looking for information that supports our beliefs rather than for evidence suggesting we are ...
Encouraging people to be curious generates workplace improvements.
When we are curious, we view tough situations more creatively. Studies have found that curiosity is associated with less defensive reactions to stress and less aggressive reactions to provocation.
Curiosity encourages members of a group to put themselves in one another’s shoes and take an interest in one another’s ideas rather than focus only on their own perspective.
Thus, conflicts are less heated, and groups achieve better results.