Leaders & executives | Page 90 (1,021 items)

Employers spend too much time trying to fix their employees' "weaknesses", when they should really shift focus to capitalise on their strengths, says management consultant and author, David Rendall.

Priming particular workers for particular leadership roles is a risky business, but developing a pool of workers with "adaptive leadership capacity" makes strategic sense, says the University of Western Sydney's Beryl Hesketh.

Managers who coach their team members are more likely to retain them and keep them engaged, according to Life Work Solutions consultant Pamala Crumblin.

The best way to measure a manager's performance is to look at the performance of their team, says leadership author Bruce Rosengarten.

Constructive, meaningful communication - and the action that results from it - can only occur when a manager gains empathy and understanding of a situation, says professional trainer, Rum Charles.

Although bullying is usually purposeful, it is possible to bully others without even realising it, says Dr Paula Brough, of Griffith University School of Psychology.

It isn't skill that differentiates a great leader from an average one, but the perspective that guides their application of skill, says University of Sydney researcher Dr Michael Cavanagh.

The GFC taught business leaders that waiting until they have "all the information" to make decisions is rarely the best strategy - they need to act fast on "hints and principles", according to new research.

Employers need to hold managers accountable for the retention of their "human assets", Retention Partners director Lisa Halloran told an HR Daily webinar this week.

Managers too often rely on cognitive arguments to convince people to change, but employees have become "numb" to statistics, says leadership expert Gavin Freeman.