Leaders & executives | Page 69 (1,016 items)

The skills of the emerging generation of leaders are ill suited to today's rapidly-changing market, but HR can use tailored talent management strategies to bridge this capabilities gap, according to new research.

How persuasive are you? Do key stakeholders in your organisation listen when you speak? Watch this webcast to become a more confident, persuasive presenter.

Senior HR professionals joining a new company must prioritise forming relationships with leaders and getting to know the business in order to make the best people decisions, advise two recently-appointed HR directors.

Holding people to account is easy to say, but tough to do. This is the consistent view of CEOs and senior leadership teams, says author Greg Bustin.

The best way to get leaders' buy-in for people initiatives is to 'get their skin in the game' and have them drive it, according to the HR director for employment services company Adecco Australia, Erica Page.

HR professionals should foster a developmental culture within workplaces that allows each staff member to form a web of "rigorously informal" mentoring relationships, according to research by American academics Wendy Murphy and Kathy Kram.

Understanding the informal networks that exist in an organisation can help HR avoid potentially damaging decisions, and mobilise key influencers during times of change, according to teamwork and leadership expert, Dr Hilary Armstrong.

What makes employees go the extra mile? This year's 'Best of the Best Employers' finds empowerment, "tough love" discussions and reasonable boundaries work better than financial rewards.

Effective leaders aren't born that way - they share common traits that can be learned, says Roma Gaster, Director of The Leadership Circle for Asia Pacific.

A new concept in leadership - "rewardingness" - can help determine a leader's influence and the success or otherwise of their business unit, according to a social scientist.