A good leader has the temperament to discuss the accomplishments of the team rather than his or her achievements, writes John Baldoni in this blog post. Teams want "a leader who is confident in his or her own intellect to make the right call after the smart people have shared their ideas and their counsel."
Trying to power through all day isn't good for productivity or recommended based on what we know about brain science, writes former FBI agent LaRae Quy. "The way you successfully manage your time is less about a packed schedule and more about a clear and organized mind," she writes.
by Judy Olian, ZÓCALO PUBLIC SQUARE, November 2, 2016
Despite the value of artificial intelligence and other technologies, CEOs will remain key business decision-makers, writes Judy Olian, dean of the UCLA Anderson School of Management. While the amount and quality of data have increased, Olian notes, that won't change the fact that "today's CEOs will increasingly have to make tough, interpretive judgment calls."
Ethics-based leadership is an extremely hot topic on the leadership development circuit, writes Rob Jenkins. Organizations and individuals have for years been advised to examine their values as a way of getting at their core mission; however, virtue goes far beyond mere values—and values, like ethics, flow out of virtue.
The US presidential cycle calls into question whether long-espoused leadership qualities are actually important, writes Susan Fowler. These qualities include humility, apologizing and telling people the truth, even if it's not what they want to hear.
by Colleen Flaherty, Inside Higher Ed., December 1, 2016
A new study suggests that training for department chairs is woefully inadequate at most institutions. Sixty-seven percent of department chairs receive no formal training from their institutions, writes Kelly Ward, the study’s co-lead and a department chair herself at Washington State University. “Worst of all, two-thirds of those who have received training say it didn’t adequately prepare them for the job,” she writes.
by Steve Keating, stevekeating.me, November 21, 2016
Many leaders didn't get their job title because they have led anything or anyone, writes Steve Keating. "The biggest mistake a person newly promoted to a leadership position can make is to believe that just because they were good at selling, or marketing, or even because they were good at managing, is that they are automatically good at leading," he argues.