“How can we have the highest profitability in five years and still have gaps in employee engagement?” asks an executive at a large industrial products company. The reality is that the two don’t necessarily
Let’s face it: some bosses are not inspiring. They don’t motivate us to perform at our best — let alone improve our skills. What should you do if your boss is too hands-off, ambivalent, or downright demotivating?
The article reprinted here stands on its own, of course, but it can also be seen as a crucial contribution to a debate that began in 1977, when Harvard Business School professor Abraham Zaleznik published
When I am invited to “teach leadership” to managers in corporations, I use the first few minutes to address the issue of where and how one learns to lead—and what gets in the way. I usually begin with