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leadership

A Leader’s Framework for Decision Making

A Leader’s Framework for Decision Making

SUMMARY: Many executives are surprised when previously successful leadership approaches fail in new situations, but different contexts call for different kinds of responses. Before addressing a situation, leaders need to recognize which context governs it—and tailor their actions accordingly. Snowden and Boone have formed a new perspective on leadership and decision making that’s based on

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what leaders really do

What Leaders Really Do

They don’t make plans; they don’t solve problems; they don’t even organize people. What leaders really do is prepare organizations for change and help them cope as they struggle through it. Summary. Leadership is different from management, but not for the reasons most people think. Leadership isn’t mystical and mysterious. It has nothing to do

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Leader as coach

The Leader as Coach

Summary. In the face of rapid, disruptive change, companies are realizing that managers can’t be expected to have all the answers and that command-and-control leadership is no longer viable. As a result, many firms are moving toward a coaching model in which managers facilitate problem-solving and encourage employees’ development by asking questions and offering support

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