Synergy between leadership and management roles.

"Leaders walk their talk; in true leaders, there is no gap between the theories they espouse and their practice." – Warren Bennis

Energizing employees

What energizes people is the broader horizon, the excitement of new challenges and big opportunities. When their leaders offer this excitement, people come alive.

The one-on-one relationships that individual workers have with their managers, and the trust, respect, and consideration that their managers show toward them on a daily basis are also at the core of an energized workforce. Getting the best out of workers is above all a product of the "softer" side of management - how individuals are treated, inspired, and challenged to do their best work - and the support, resources, and guidance that is provided by managers to help make exceptional employee performance a reality.

Developing entrepreneurial staff

There are two phases in developing an entrepreneurial workplace. Phase I creates the environment necessary to support and encourage it. Phase II is building your staff's entrepreneurial skills.

Essence of managerial leadership

Leadership is not a position, it is action. "The genuine leader is someone who can express a vision and then get people to carry it out." - Jack Welch

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Leadership versus management

Leadership is more than just having the authority of a management or supervisory position. Authority (or position power) gets you compliance. Leadership (or influence power) gets you commitment. When you influence others to follow, they do so because they like you, admire you, stand in awe of you (referent power). Or because they believe you have special expertise to support their efforts (expert power).

Leadership lessons from Colin Powell

Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand. The result? Clarity of purpose, credibility of leadership, and integrity of organization.

The most important question in performance evaluation becomes not "How well did you perform your job since the last time we met?" but "How much did you change it?"

Establishing a purpose, direction and a set of goals

Regardless of how intensely or frequently knowledge workers might question the direction chosen, it remains the leader's job to define that direction and convey how it supports the fundamental purpose of the unit or organization.

Building sustainable competitive advantage

You must focus your firms resources on what it does best and what creates sustainable competitive advantage. Continuously assess, redefine, and then secure core competencies that your firm must have to compete. The following are three main characteristics of your core competences:

they should make a disproportional contribution to stakeholder value;
they should open the door to other opportunities;
they should represent such a unique blend of tacit and explicit knowledge that it cannot be copied by others.

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Emotional task of the business leader

The best leaders have found effective ways to understand and improve the way they handle their own and their followers' emotions. Understanding the powerful role of emotions in the workspace will enable you to achieve better both tangible results such as higher profits and the retention of talents, and intangible ones, such as higher morale, motivation, and commitment.

Managerial leadership: lessons from Jack Welch

While boosting productivity and getting results were of paramount importance to Jack Welch, the legendary former CEO of General Electric, how someone got a team to perform mattered more. He looked for managers who he felt had the four E's of leadership:

Energy. Leaders with tremendous personal energy.
Energize. Those who energize teams, and don't intimidate them.
Edge. Someone with a competitive edge and a will to win.
Execution. Those leaders who have a track record of getting results.

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Topics related to "Managerial leadership"

Managerial leadership

Leadership is the necessary condition for long-term competitiveness. In particular in the knowledge economy, what is proving to be most effective is the emerging style of values-based leadership, both as motivation for constant innovation up and down all organization levels and as a source of unity and coherence across fragmented firm boundaries. Harnessing your abilities to lead through the power of intellect, will, persistence and vision creates synergies that propel successful companies in the quest for, and achievement of, competitive advantage.

Leadership – the new managerial task

In the new era of rapid changes and knowledge-based enterprises, managerial work becomes increasingly a leadership task. Leadership is the primary force behind successful change. Leaders empower employees to act on the vision. They execute through inspiration and develop implementation capacity networks through a complex web of aligned relationship.