Leaders & executives | Page 88 (1,016 items)

Managers need to "scan" their environment to ensure the strategies they develop are relevant and effective, according to a new guide from Victoria's State Services Authority.

Manager/employee relationships require four components to work in sync in order to thrive and boost business outcomes, says business psychologist Sebastian Salicru.

Employers that determine the value of a role according to its place in the business strategy - and target HR initiatives accordingly - are more likely to be successful than those whose business and human capital and strategies are "out of synch", says WRDI Institute director Colin Beames.

HR professionals should see managers as more than just message amplifiers, system executors or a "necessary evil required to keep employees in line", say the authors of a new book.

Learning "the art" of being a manager is, essentially, learning the art of delegation, says author and management expert Alan Hargreaves.

Employers that want their graduate employees to become young leaders should start teaching them the necessary skills from year one - even if this means spending less time on "the basics", says Development Beyond Learning managing director Josh Mackenzie.

An award-winning manager says he learned more about people management from observing and interacting with his own managers than he did from any training course.

The number-one characteristic today's employees value in a manager is trustworthiness, a recent leadership survey has found.

As organisational "borders" become increasingly blurred, HR leaders will need to become more adaptable and able to deal with issues on a "case-by-case basis", says AHRI HR leader of the year and Allens Arthur Robinson people and development director Susan Ferrier.

The leaders that add the most value to a company are those who invest significant time in ensuring they have a worthy successor, says leadership expert Dave Ulrich.