Effective Leadership For Business. Complete Guide How To Be An Effective Leader.

Effective Leadership For Business. Ultimate Guide How To Be An Effective Leader.
Everything you need to know about how to become an effective leader for business. From what, why, and how; find your answers here in this guide.

“Many leaders hit an inflection point when they find themselves after a promotion standing on a bigger stage, where the stakes are higher and their words and actions have a greater impact.” In effective leadership for business, starting with “a great smile can be the making of a great leader.”

Leadership For Business Content Overview (Quick Links)

4 Effective Leadership For Business Categories.

  1. “Great leaders”
    • These leaders have high character and competence.
    • Mastering both traits enables you to make a substantial impact on the people around you.
    • They enrich the inspiration and direction you can offer others as a leader.
    • The innate strength of your character prevents you from sabotaging yourself by pretending, overreaching in your aspirations for rank and position, or being too fond of authority and control.
  2. “Ineffective leaders”
    • These leaders possess high character but low competence.
    • Such leaders try to postpone challenging tasks.
    • Fear overwhelms them and they shy away from making an effort, so they attempt only what they feel comfortable doing.
    • Some leaders begin by being ineffective, but if something impels them to reach for higher achievement, they tend to become more effective, even if they improve slowly.
  3. “Failed leaders”
    • These leaders have neither character nor competence.
    • Failed leaders don’t take responsibility for their actions.
    • They refuse to accept other people’s perceptions of their performance.
    • They seldom humbly and honestly consider the demands on them so they can become more effective.
    • They give little credence to others’ contributions and don’t admit that becoming good at anything takes effort.
    • Such leaders still seek high positions, in order to hide behind titles and protect their own interests.
  4. “Dangerous leaders”
    • These leaders are highly competent but they lack character.
    • A person with great intellect who isn’t honest has the traits of a dangerous leader.
    • These leaders set no limits on what they want for themselves and they sacrifice their morality to achieve material ends.
    • They willingly forfeit the good of other people to fulfill their own interests.
    • They are a hazard with a deleterious effect on other human beings.



  • Leading with Character and Competence.  Moving Beyond Title, Position, and Authority.  Timothy R. Clark.  Berrett-Koehler, 2016.  Pages: 192.




4 Cornerstones Of Character All Effective Leaders For Business Must Have.

1. “Integrity”

  • Every human being faces temptation, but the mantle of integrity depends on your accepting a set of values that you will never violate, no matter what the temptation. People must choose sides.
  • When you undertake leadership, you affect those around you. You are liable for your actions and have personal responsibility for separating right from wrong.
  • You reap the benefits or live with the consequences of your actions.
  • Similarly, when other people’s actions affect you, use your judgment as you reflect on the impact of their influence and how much persuasion to accept.

2. “Humility”

  • Humility comes from accepting your fallibility and the limits of your knowledge.
  • Being humble makes you more flexible and prevents you from becoming intoxicated by an inflated sense of self.
  • Humility brings clarity and the vision to act ethically. It protects you from the demands of your ego and helps you feel satisfaction when others succeed.
  • Contrast humility with arrogance, which blinds you and leads you into making wrong decisions.
  • Human beings depend on each other. Especially within an institutional framework, individuals can do little alone.
  • With humility, you can accept that you depend on others and feel thankful for their contribution. That sense of appreciation protects you from arrogance.
  • Humble leaders accept facts. But leaders who yield to their ego will distort reality to highlight their great work if things go well and to deny responsibility when they face failure.
  • Humble leaders accept bad news with equanimity. Arrogant leaders lash out against those around them.

3. “Accountability”

  • Outstanding leaders believe in being accountable for events on their watch.
  • By contrast, “poor leaders” don’t want anyone to assess their performance.
  • Great leaders take the responsibility for their bad decisions and willingly change course, even if others don’t point out their errors.
  • Great Leaders guard against three human tendencies that camouflage acceptance of responsibility: They don’t deny facts, or hold others responsible, or justify their actions by suggesting they had no choice due to factors they couldn’t control.

4. “Courage”

  • Leaders need courage because they confront hazards that complicate their choices and can force them to make mistakes.
  • Leaders must fashion situations anew. While managers may work to preserve what others have created, leaders must upset the current state of affairs even if everyone feels comfortable. Most professional or personal restraints begin within a person, but improving yourself from within takes valor.
  • Dealing with someone you influence who is frightened is not the same thing as helping someone who is apathetic. You can teach someone who experiences fear, but it’s harder to help someone who lacks interest in anything.
  • Most success comes from “pluck,” persistence and bravery, not intellect. People with pluck have the fortitude to battle on, despite the odds. You need pluck to listen to others and really pay attention to what they say.
  • It takes even more bravery to encourage people to speak up when they disagree with you. Outstanding leaders ask others to explain their own perceptions of whether something would work or not.




4 Cornerstones Of Competence All Effective Leaders For Business Must Have.

1. “Learning”

  • Globalization and the increased speed of obsolescence mean you must learn as fast as changes occur or perish professionally.
  • Stay willing to learn. Cultivate “learning agility.”
  • Learn faster than the pace of change.
  • Take responsibility for learning, work with others, and stay flexible and passionate in your quest for knowledge.
  • Work on developing the skill of learning on your own.
  • Once you leave school, make the effort to gain new knowledge without someone teaching you or structuring a course for you.

2. “Change”

  • The accelerating pace of change increases the challenges that face leaders and the need to adapt.
  • Accept that the status quo is ephemeral.
  • Adopt the attitude that Peter Drucker labeled as a “planned abandonment mentality.” This means acknowledging that you and your business must confront a steady loss of competitive advantage, accompanied by the need to keep renewing your edge.
  • Accept the upheavals and shifts in the business landscape due to the rate of change and the interconnectedness of the global economy.
  • Go beyond perceiving the rate of change.
  • Adapt constantly to cope with its consequences.

3. “Judgment”

  • Leaders must develop their capacity for good judgment, the third component of competence.
  • Having sound judgment enables you to see things in context and to consider the likely outcomes of a variety of courses of action.
  • Using judgment, leaders can select the people they want working with them and the strategies they want to pursue.

4. “Vision”

  • Develop your ability to conceptualize the future. Think about what could transpire before it occurs and consider how you can shape it.
  • Try to become farsighted beyond ordinary planning.
  • Draw on your vision when things happen you didn’t anticipate.
  • Draw guidance from your vision, backed by your ability to buck convention to deal with leadership challenges as necessary.



  • Leading with Character and Competence.  Moving Beyond Title, Position, and Authority.  Timothy R. Clark.  Berrett-Koehler, 2016.  Pages: 192.




Finding The Effective Leader For Business In The Extreme You.


How to harness your unique strengths to succeed as an effective leader.

Discovering what it takes to create the “Extreme You” isn’t always easy.

“Extremers” climb as far as they can by drawing on whatever makes them unique.

Prioritize issues you consider important enough to fight for as you create your own brand.

Accepting responsibility can turn failure – and the pain that goes with it – into a powerful way of training yourself.

To feel the pleasure of achievement, break a difficult task into smaller components.


How to create your “Extreme You” to become an effective leader.

Many people misunderstand this process. They haven’t yet figured out how their “magic drive” works.

As you develop your extreme capabilities, don’t lose sight of your weak spots. Cultivate a “well-rounded” team that, together, has a full complement of abilities.

“Proactive” employees work better, excel at business, merit better performance appraisals and earn higher salaries.


How to sharpen your “peripheral vision” to see new opportunities as an effective leader.

Sometimes you must make yourself “really uncomfortable” to attain fresh success.

Successful people practice humility: they respect others’ concerns, highlight their achievements, and are willing to listen and learn.

  • EXTREME YOU: Step Up. Stand Out. Kick Ass. Repeat. By Sara Robb O’Hagan. Copyright © 2017 by Sarah Robb O’Hagan. Published by arrangement with HarperBusiness, an imprint of HarperCollins Publishers.
    Pages: 320.

10 Characteristics Of Effective Leadership For Business.

  1. Leaders manage the dream by communicating a vision, recruiting carefully, rewarding, retraining and reorganizing.
  2. Leaders embrace error and see the long view.
  3. Leaders encourage reflective backtalk. Leaders must have people in their lives who will tell them the truth, even when it hurts.
  4. Leaders encourage dissent. Effective leaders surround themselves with people who have complimentary views of the organization and society.
  5. Leaders possess the Nobel Factor: optimism, faith and hope.
  6. Leaders use the Pygmalion effect: expectations define how subordinates perform.
  7. Leaders expect the best of people around them and know people change and grow.
  8. Leaders have the Gretzky factor. They have (or develop) a sense of where the culture is going to be and where the organization must go.
  9. Leaders understand stakeholder symmetry. They balance all stakeholder claims.
  10. Leaders create strategic alliances and partnerships.




14 Lessons On Effective Leadership For Business.

  1. Staying with the status quo won’t work.
  2. The key to competitive advantage is a leader’s ability to create a social architecture that can generate intellectual capital.
  3. Followers need direction, trust and hope from their leaders. Trust is pivotal for present and future leaders.
  4. Leaders learn from adversity and from surprise. They find opportunity and value in every situation.
  5. Leaders learn not to dwell on the possibility of failure, but to concentrate on the task at hand.
  6. Leaders learn to get people on their side. People skills are often overlooked in discussions of leadership, but they are vital.
  7. To influence people and persuade them to follow you, you must earn their trust.
  8. Four key ingredients help generate and sustain trust:
    • Constancy – Leaders don’t surprise the group. They stay the course.
    • Congruity – Leaders live the lives their theories espouse.
    • Reliability – Leaders are always there when it counts.
    • Integrity – Leaders honor their commitments and promises.
  9. Leaders of the future will have broad educations, boundless enthusiasm and curiosity, and belief in people and teamwork.
  10. Leaders will be willing to take risks.
  11. Leaders will be devoted to long-term growth rather than short-term profit.
  12. Leaders will be committed to excellence.
  13. Leaders will show readiness, vision and virtue.
  14. Leaders will create new products, industries and, perhaps, a new world.



  • On Becoming a Leader.  Warren Bennis.  Perseus Books, 1989.  First Edition:1899.  Pages. 226.




7 Secret Mantras Of Effective Leadership For Business.

Becoming an effective leader requires personal growth.  Authentic leaders deliver value to those they lead and influence them positively.

Leadership primarily depends on mastering the inner person, not on controlling external circumstances.

To become an effective leader, focus on building yourself up in seven areas:

  1. “Personal mastery”: Strive to discover the complete person you can become.
  2. “Purpose mastery”: Know your mission in life and work hard to achieve it.
  3. “Change mastery”: Accept the need to constantly evolve and grow.
  4. “Interpersonal mastery”: Develop lasting relationships with others.
  5. “Being mastery”: Learn to know your innermost self.
  6. “Resilience mastery”: Maintain your energy.
  7. “Action mastery”: Engage in self-coaching and in coaching others.



  • Leadership from the Inside Out.  Becoming a Leader for Life.  Kevin Cashman.  Berrett-Koehler, 2008 . First Edition:1998.  Pages: 215.




4 Secrets From The Language Of Effective Leadership For Business To Win Hearts & Minds.


1.  Strategies for Reaching the Instinctive Brain.


  • When you show you share your listeners’ concerns, you speak to their instinctive need for safety.
  • To demonstrate empathy, listen carefully to a person’s concerns and repeat them back to him or her.
  • Showing that you understand people’s viewpoints activates the secretion of serotonin and oxytocin in their brains.
  • To boost the power of these chemicals and strengthen your connection to your listeners, use the word “we,” not “I” or “you.”

The “power of purpose”

  • When you instill a sense of purpose – of striving for a goal bigger than profits – people perform even mundane tasks with passion.
  • As a leader, you must conceptualize your company’s mission and communicate it to your team.
  • You can do this through rhetoric – metaphors come in handy – and by acting with purpose yourself.
  • Your passion switches on other people’s chemical reward systems, pumping up their commitment with doses of dopamine and oxytocin.


2.  Use Rhetorical Devices that Stir the Emotional Brain.


  • People naturally speak repetitively when they are angry or upset.
  • By mimicking that tendency, you convey a sense of genuine emotion even when you’re reading from a prepared script.
  • When you set up a predictable pattern for your listeners, you reward them by fulfilling their expectations.


  • Flattery improves everyone’s performance.
  • When you praise your team, you are rewarding them by making them feel appreciated, worthy and competent.
  • They will strive to repay that reward by acting in a way that triggers those emotions from within.
  • Remember that the leaders’ primary task is to fulfill their followers’ needs.
  • Self-esteem is one of humankind’s most basic needs.

“Resonant” words

  • In all your communication, try to choose words that cultivate emotional involvement and connection.
  • Business leaders often fall back on bloodless buzzwords, such as “collaborative,” “benchmarking” or “deliverables.”
  • But emotional, vivid words pack a punch that jargon and technical terms never achieve: It’s the difference between Dr. King saying, “I have a global strategy” and declaring, “I have a dream.”
  • Start by replacing phrases like “exceeds expectations” with “great.” Don’t be afraid to say you “love” an idea. Be sure to pepper your communications with plenty of personal pronouns – we, you and I.


3.  Appeal to the Logical Brain.

The “Rule of Three”

  • Your facts, selling points and proposals are more persuasive when you present them in groups of three.
  • This device builds a perception of comprehensiveness, confidence and faith.
  • Advertisers used threes in slogans (“Snap, Crackle, Pop” or “Beanz Means Heinz”).
  • Most people naturally use the rule of three to describe what they are passionate about.
  • It’s a great device for injecting sizzle when you have to speak about topics that don’t really provoke your enthusiasm.


  • People seek balance, and they are more likely to accept an argument that appears evenhanded.
  • When you present two views on an issue such as using nuclear power, you make your conclusion look more dispassionate and considered.
  • Alliteration is a helpful balancing tool. When you use a phrase like “listen and learn,” the similar consonants imply a balance between the two ideas and make the idea more memorable.


  • An argument that rhymes is more persuasive than one that doesn’t.
  • That’s why rhymes are effective in advertising slogans.
  • Use rhymes when you present the nut of your argument, the sound bite or slogan you want your listeners to remember.


  • People take positions based on their viewpoint about an issue.
  • Shift their perspective to change their minds.
  • Start your argument with a general overview that most people find agreeable and work toward your specific position.
  • Once people start agreeing with you, they will find it hard to stop.


4.  Putting Persuasion into Practice.

  • Persuasion is a process of climbing a ladder through the levels of the brain. To get past the first rung, use the tactics associated with the instinctive level, such as empathy or metaphors.
  • Continue with tactics appealing to the emotional and the logical levels.
  • Then move to the emotional level. Boost their confidence and sense of connection by praising their work or recounting the story of the company’s founding and mission.
  • Appeal to the logical brain by offering a group of three performance goals.
  • Figure out what people need, whether it’s safety, connection or self-esteem. When you provide for their needs, you will win their support.


“A great smile can be the making of a great leader.”



  • Winning Minds. Secrets from the Language of Leadership. Simon Lancaster. Palgrave Macmillan, 2015 . Pages: 236.




10 Guiding Principles of Recognition In Effective Leadership For Business That Leads To Smart Business.

  1. “People won’t care about you if you don’t care about them”
    • Demonstrate that your employees are important and that you want them to succeed.
  2. “The best way to show people you care is to listen to them”
    • You can’t cater to other people’s needs, wants and hopes if you don’t know their goals. So listen. Each person has a special contribution to make.
  3. “A great idea can come from anywhere”
    • The best ideas don’t always pop up from the most accomplished, experienced leaders.
    • People at subsidiary levels often suggest innovative concepts because they best understand the firm’s processes in their areas.
  4. “Recognize great work and great ideas”
    • Recognition encourages more superior work and makes people excited about developing and submitting high-quality ideas.
  5. “Make recognition a catalyst for results”
    • Honoring positive results sparks further superior effort.
    • Base recognition on genuine, impressive results. Recognizing people for anything less – for example, long terms of service – cheapens your recognition of meaningful accomplishments. But do throw parties to recognize employees with lengthy tenures.
  6. “Make it fun”
    • “Take the business seriously, but not yourself.”
    • Make your recognition events enjoyable for everyone.
    • Your recognition events should involve everyone and raise the overall level of enthusiasm.
    • “Create shared experiences that are fun.”
  7. “Make it personal”
    • Plaques and certificates of achievement are too impersonal.
    • They imply minimum consideration about the person receiving the award.
    • Make your token of recognition original, memorable and perfectly suited for the recipient.
  8. “Recognition is universal”
    • Everyone – no matter his or her gender, ethnicity, religion or age – loves to be recognized for a job well done.
  9. “Giving recognition is a privilege”
    • Honoring others is a reward for them and for you.
  10. “Say thank you every chance you get”
    • “The two most powerful words in the English language are ‘thank’ and ‘you.’
    • They are easy to say and it doesn’t cost you a thing.”



  • O Great One!  A Little Story About the Awesome Power of Recognition. David Novak and Christa Bourg. Portfolio, 2016. Pages: 240.




10 Years Of Research With Almost 1,400 Effective Leaders For Business Indicate How To Inspire Any Organization, No Matter The Circumstances.


5 Fundamental Practices of Effective Leadership For Business.

  1. They challenge the process.
  2. They inspire a shared vision.
  3. They enable others to act.
  4. They set an example.
  5. They encourage the heart.


10 Effective Leadership For Business Commitments to Keep Getting Extraordinary Things Done.

  1. Seek challenging opportunities to grow, change, innovate and improve.
  2. Experiment, take risks and learn from your mistakes.
  3. Envision a future that is more uplifting and ennobling.
  4. Effective leaders, no matter how skilled or smart, know that even their best ideas will fall on barren soil without other people’s assistance.
  5. Appeal to others people’s values, dreams and hopes to share your common vision.
    • Learn the interests of the people you lead, and then present them with a vision that makes the intangible tangible.
    • To do this effectively, you first must listen passionately to your people.
  6. Foster collaboration by promoting cooperative goals and building trust.
    • Think in terms of mutual goals, because no one ever accomplishes anything significant alone.
    • Instead of saying, “Here’s what I want to do,” say, “Here’s what we need to do.”
    • Encourage people to collaborate and exchange ideas.
  7. Strengthen others, give away power, assign critical tasks and offer support.
    • If you want your people to empower those who report to them, you’ll have to do the same thing.
    • One of the great leadership skills is to make other people heroes.
  8. Make your behavior consistent with shared values.
    • Write your own leadership credo – what are the principles, beliefs and values that will guide your leadership style?
    • Begin by knowing yourself, your strengths and the things that matter to you.
    • Share your personal values.
    • Take an action audit, evaluating what you do to ensure that your behavior is consistent with the beliefs you espouse.
  9. Achieve small wins that promote consistent progress and build commitment.
    • Progress is always incremental.
    • To build your organization’s confidence and enthusiasm, recognize each small step along the way.
  10. Recognize individual contributions that lead to the success of each project.
    • Recognize people with rewards that have personal meaning to them.
    • Creative awards encourage creative thinking.
    • Celebrate team achievements, not just individual ones.
    • Be a cheerleader, but in a way that feels comfortable to you.
    • Celebrations help to acknowledge small wins on the larger road to victory.



  • The Leadership Challenge.  How to Keep Getting Extraordinary Things Done in Organizations.  Barry Z. Posner and James M. Kouzes.   Jossey-Bass, 1995.  First Edition:1987. Pages: 405.




Effective Leadership For Business: Words That Influence And Inspire.


How the use of jargon can boost or impede effective leadership.

  • The language you use helps or hinders your leadership.
  • Every industry and profession has its own terminology that can generate useful “jargon.”
  • View the benefits and hazards of jargon on a spectrum from “useful” to “damaging.”


How to use or avoid six types of jargon in effective leadership.

  1. The jargon of a shared professional language can make people feel like insiders.
  2. Useful jargon can be “shorthand” or “assumption-driven,” or can denote “shared identity.”
  3. Damaging jargon can be used for “obfuscation,” “inflation” or “lack of clarity.”
  4. People and organizations use obscure terms to disguise their intent and baffle others.
  5. Try to determine your audience members’ beliefs and emotional state.
  6. Strip buzzwords from your communication. Make sure your audience understands your message.


How to use the “language of effective leadership” for business and the “leaders’ mind-set” to communicate, persuade and lead.

  • The “Leader’s Script” has three main components: a clear subject, a message and a call to action.
  • Your message is the most important element.
  • Leading Through Language.  Choosing Words That Influence and Inspire.  Bart Egnal.  Wiley, 2015.  Pages: 256.




Compelling People Make For Effective Leaders For Business.  The Hidden Qualities That Make Effective Leaders Influential For Business.


How people make character judgments about others.

  • People evaluate and judge others based on two primary criteria: “strength and warmth.”
  • Strength refers to your abilities and will.
  • Warmth is your capacity to express empathy and connect with others.
  • Strength and warmth are disharmonious; increased strength means decreased warmth, and vice versa.
  • Some company cultures lean toward strength; others emphasize warmth.
  • Worthy leaders exercise strength to facilitate performance; they project warmth to create a positive work environment.


What you consciously and subconsciously communicate to others.

  • Humans generally make split-second judgments about each other based on appearance, ethnicity, age and gender.
  • Gender bias frames men as strong but cold – and women as warm but weak. Working women must fight this stereotype.
  • Women can employ three useful strategies to project strength and warmth in the workplace
    • “Assertive, not angry” – When a woman becomes angry, others perceive her as losing control of her emotions, and that works against her. Outflank this reaction by explaining the reasons for your angry response.
    • “Getting tough for the good of the group” – People excuse an angry mama bear, that is, a woman who becomes angry to protect her work product or employees.
    • “Dial the warmth up, not down” – Oprah Winfrey turned her enormous capacity for warmth into strength by showing empathy and clearly defining right from wrong.


Strategies you can use to project strength and warmth.

  • Nonverbal behaviors speak volumes, but you can control them with practice and effort.
  • People attribute strength to those with strong speaking skills and rich vocabularies.
  • Use “the circle” speaking technique to share and confirm your audience’s views.

6 Effective Leadership For Business Skills To Help You Balance Strength and Warmth.

  1. “Emotional intelligence” – Emotional intelligence includes self-mastery, which draws on your strength, as well as reaching out to others, which expresses warmth.
  2. “Communications” – Effectively relating to people requires strength and warmth.
  3. “Vision” – When you create and communicate a powerful, inspiring vision, you engender feelings of warmth among the people you are talking to.
  4. “Organizational skills” – Mastering and implementing everyday management skills is a necessary strength.
  5. “Machiavellian political skills” – Knowing how and when to wield power in pursuit of a goal shows strength.
  6. “Contextual intelligence” – Reading and reacting to a situation appropriately requires having the strength to navigate power dynamics and the warmth to deal well with people.



  • Compelling People.  The Hidden Qualities That Make Us Influential.  John Neffinger and Matthew Kohut.  Hudson Street Press, 2013.  Pages: 304.




How The Best Leaders For Business Inspire Others Effectively.


How effective leaders inspire others.

“Inspire Path” conversations are “present, personal, passionate and purposeful.”

To inspire someone through conversation, embody the following four traits of the Inspire Path model:

  1. “Present” – You tune out distractions and focus on your conversation partner.
  2. “Personal” – You listen more than you talk; you respond authentically and encourage the other person to explore his or her potential.
  3. “Passionate” – You infuse the exchange with positive energy.
  4. “Purposeful” – You enter the conversation intending to make a genuine connection.


How to incorporate these behaviors to become an effective leader.

  • Your undivided attention makes people feel heard and shows that you care.
  • To counter being overwhelmed, practice mindfulness and challenge your assumptions.
  • Experts often feel they know all the answers, so they don’t listen. Avoid this “earned dogmatism.”
  • Subconscious biases and social factors affect your cognitive processes. Push back against these influences to broaden your thinking.
  • Inspiring leaders are authentic, forthright, transparent, competent and vulnerable.
  • Use conversation to acknowledge people’s talents, celebrate their successes, reveal how others see them and help them connect with their purpose.
  • Deep, focused listening is as important for a leader as communicating effectively.
  • Positive energy fosters others’ passion, optimism, collaboration and productivity.
  • Conviction shows commitment, inspires others and encourages them to follow your lead.


  • The Inspiration Code.  How the Best Leaders Energize People Every Day.  Kristi Hedges.  AMACOM, 2017.  Copyright © 2017 AMACOM, a division of American Management Association. Pages: 261.




10 Effective Leadership For Business Theories You Must AVOID To Become An Effective Leader.

  1. You need “charisma” to project yourself as a leader.
  2. You must have a way with words to become a leader.
  3. You need to have “power” for others to recognize you as a leader. It helps to hold a position with an important title.
  4. You must have age on your side.
  5. You must work on extremely important issues.
  6. Leadership requires that other people admire you.
  7. Your claim to leadership is stronger if a lot of people know you.
  8. For others to see you as a leader, you must get the upper hand on your competitors.
  9. Leaders make a lot of money or have access to a big budget.
  10. Being a leader necessitates academic credentials.




Effective Leadership For Business Blind Spots Keeping You From Becoming An Effective Leader.














How to recognize five leadership blind spots.

  • Almost every employee must contend with feeling disengaged.
  • Blind spots are mistaken but appealing management concepts that executives mistake for great ideas and that breed employee apathy.
  • These five blind spots commonly delude leaders and impair engagement.


5 Misguided Effective Leadership For Business Ideas.

  • One: In business, purpose counts – but profit matters most. It doesn’t.
  • Two: Our employees love the story we tell about our company. They don’t.
  • Three: The best way to engage employees is with fact-filled presentations. It isn’t.
  • Four: Our employees won’t do things the way they should unless we monitor and control their actions. They will if you give them autonomy.
  • Five: Our employees feel free to speak their minds, no matter what the circumstances. They don’t, but you can fix that.


13 Effective Leadership For Business Lessons You Can Use To Overcome And Avoid Misguided Leadership Ideas.

  1. “Make purpose personal”
    • People want to work for organizations they admire. They want to be part of companies with a solid reputation. They want to be able to look up to their leaders.
    • To meet these expectations, leaders’ words and actions must always support their organizations’ purpose.
    • This helps establish leaders’ authenticity. Leaders must be strong communicators who can connect in a genuine way with employees.
  2. “Be passionate about your purpose, not your numbers”
    • In “purpose-driven” organizations, the numbers only measure progress.
    • Never state your purpose in terms of numbers.
    • Purpose inspires employees; numbers do not.
  3. “Proactively close the gap between what we say and what we mean”
    • Telling employees to be “innovative,” “productive” and “more efficient” is pointless. People hear these words constantly.
    • Communicate meaningfully; do what you say you will do.
  4. Tell great stories
    • Compelling stories are memorable. “Data, slides and bullets” never are.
    • Yet many leaders rely on dry data and statistics to make their points. They should tell engaging stories.
    • You may have the best strategic plan, but if you can’t communicate it effectively – with a powerful story everyone will remember – no one will want to be part of it.
    • Use stories to get your points across with employees and with everyone else.
  5. “Don’t place foolish emphasis on WIIFM”
    • “What’s in it for me?” offers a powerful inducement, but you can use better motivators, such as “adventure and possibilities of what can be.”
    • For most employees, these factors inspire more than self-interest. People like a challenge. They like to make a difference and find new ways to move ahead.
  6. “Focus on the emotional versus the rational”
    • Many organizations handle change badly. Before implementing a change program, these organizations muster relevant facts, communicate their plans to employees and wait for change to occur. It usually doesn’t.
    • Instead of focusing on facts, focus on feelings – specifically, on your staff members’ thoughts and emotions.
    • If you can’t get employees on your side in tackling a change initiative, it will never get off the ground.
    • Connect with them, and they’ll make sure it does.
  7. “Use dialogue to reach the hearts and minds of your people”
    • Employees want to believe they matter to their organization. To demonstrate that you hold your staff members in high regard, talk to them regularly about important issues affecting your firm.
    • Dialogue transcends standard conversations. It involves “caring, listening, questioning, refining new ideas and finding better solutions.”
    • Through dialogue, you tap into the “collective intelligence” of your team. Such intelligence has great power. Leverage it for the benefit of your organization.
  8. “Flip the switch for your people”
    • Often, when senior leaders engage in heartfelt dialogue with their employees, they end up amazed at the “untapped intelligence” they uncover.
    • Keep your employees up to speed about the company’s latest challenges so you can gain meaningful input and learn from them.
    • This is a much better plan than always instructing them. Show that you know you can learn from them.
  9. “Embrace human variability”
    • Leaders generally want things to go according to plan. They aren’t fans of human variability, which, in fact, they should celebrate. Without it, you lose the individual high performances that make your firm special.
  10. “Clarify hard lines, guidelines and no lines to make the complex simple”
    • “Control and trust” are essential for organizations.
    • Leaders must ask when they should exercise a firm rule, and when they should let employees use their own good judgment.
    • Balance the ideas of hard lines (how the organization always handles things), guidelines (guardrails as needed) and no lines (employees figure things out for themselves).
  11. “Use humor: It’s not just funny, it’s breakthrough”
    • For decades the cast members of Saturday Night Live have used humor to communicate basic truths.
    • Organizations can use humor for the same purpose.
    • Humor makes the work environment a safe space.
    • When employees laugh with one another, they’re more inclined to speak freely.
  12. “Create a truth-telling culture”
    • Employees who can’t speak honestly about their companies often develop a victim mentality.
    • Reach for “co-accountability” instead – a culture in which employees can tell each other the truth about the organization they work for and what they do.
  13. “To thyself be true and others will follow”
    • Put aside your ego.
    • Understand that everything at work doesn’t center around you. Instead of focusing on yourself, focus on the employees you lead.
    • To engage your staff members, put them first.
  • What Are Your Blind Spots?  Conquering the 5 Misconceptions that Hold Leaders Back. Jim Haudan and Rich Berens.  McGraw-Hill, 2018.  Pages: 192.




3 Effective Leadership Dimensions To Be All the Leader You Can Be.  How To Create Executive Presence.


1.  The First Dimension of Executive Presence: “Character”

  • Good character is at the core identity of a quality leader.
  • Character engenders “trust and goodwill.”
  • When people evaluate someone to form a first impression, they pay more attention to character issues than to personality.
  • People are more apt to bond with individuals whose character traits they admire.


5 Main Effective Leader For Business Character Facets: 

    1. “Authenticity” – These leaders are genuine, open and true to themselves. They are forthright and sincere. They aren’t afraid to reveal who they are and to state what matters to them. In the vernacular, they’re the real deal, and because of that, people instinctively trust them.
    2. “Integrity” – Leaders with integrity have strong morals and values and live up to them consistently. They keep their promises and strive to fulfill their own high standards.
    3. “Concern” – Leaders care about the people they lead. They provide opportunities for their employees to develop professionally and encourage them to grow. They work to create a positive corporate culture that supports their employees’ efforts.
    4. “Restraint” – Restrained leaders are calm. They stay unruffled no matter what happens around them. Becoming emotional or acting impulsively isn’t part of their psychological makeup. They remain reasonable and treat others with consideration.
    5. “Humility” – Humble leaders are in touch with their own weaknesses as well as their strengths. They recognize the value inherent in all human beings. They are respectful and open to others, particularly their subordinates.


“Many leaders hit an inflection point when they find themselves after a promotion standing on a bigger stage, where the stakes are higher and their words and actions have a greater impact.”


2.  The Second Dimension of Executive Presence: “Substance”

  • Substance is a leader’s special motivational quality, the strength that emerges during mutual efforts to reach shared goals. Substance establishes credibility.
  • When people live wisely, substance accrues to them over time.
  • Leaders of substance exhibit admirable maturity.
  • How these leaders act and carry themselves reassures and inspires those around them.
  • Their employees believe in them and commit to their leadership.
  • Substance is “crystallized intelligence, the ability to analyze complex issues and get to the heart of the matter.”
  • People aren’t born with substance. They must develop it on their own.


5 Main Facets of Substance:

    1. “Practical wisdom” – Substantial leaders exercise superior judgment. They bring value to their company by developing sharp insights as they map out a future direction for their team. Their wisdom draws them to smart decisions. They scope out the essence of vital, complex issues. Unlike unwise or unready leaders, they accurately interpret complex issues or situations.
    2. “Confidence” – These leaders trust themselves to make tough decisions, even when the stakes are high. Confident leaders are not afraid to take bold actions that demonstrate their belief in their choices.
    3. “Composure” – Those who keep their equilibrium during tough times instill confidence in the people around them. Because they are able to remain calm and self-possessed during difficult circumstances, they can make objective decisions based on facts and evidence, not on negative emotions such as fear and worry.
    4. “Resonance” – The ability to connect emotionally with the people around them distinguishes resonant leaders. They listen to and appreciate their employees and colleagues, who in turn value their mutual connection. These leaders stay attentive and responsive to the needs and concerns of the people they lead.
    5. “Vision” – Visionary leaders spot trends and interpret them to plan for the future. These leaders share their forward-thinking ideas and strategize with colleagues to turn concepts into realities that move their firms ahead.


“It’s impossible to imagine how organizations will thrive in the future if they do not actively cultivate in their leaders the qualities that earn others’ trust.”


3.  The Third Dimension of Executive Presence: “Style”

  • Style is the special leadership quality that energizes the people to “get things done.”
  • Style enables successful execution.
  • Stylish leaders can seem magical.
  • Their charisma fills any room they enter.
  • Style is a skill-based, compelling communications attribute that motivates others to take meaningful action toward shared objectives.
  • Style can “ignite action” as it helps leaders engage.


5 Style Facets that Enable Effective Leaders For Business to “Coordinate, Align and Engage” with Employees:

    1. “Appearance” – The way stylish leaders look is part of their intentional projection of energy and purpose. They dress with an unpretentious air of sophistication and carry themselves well. They are adept and graceful in social situations. They understand decorum and codes of behavior.
    2. “Intentionality” – Stylish leaders maintain their focus and apply their will to their work and life. They make sure their activities align with their objectives. Intentional leaders run effective, productive meetings. Leaders who operate with intentionality are always willing to adjust their plans to adapt to evolving circumstances.
    3. “Inclusiveness” – These leaders seek and heed other people’s viewpoints. They welcome employees’ ideas and arguments. They empower their team members to take ownership of important initiatives. Inclusive leaders seek out the employees and shareholders who have the necessary knowledge or experience to address each issue. They listen to and synthesize the opinions of many people to develop the best solutions.
    4. “Interactivity” – Stylish leaders promote active, open and unfettered dialogue with and among their colleagues. They encourage information sharing and know how to combine “communicative action with strategic action.”
    5. “Assertiveness” – Assertive leaders speak up and share their views and ideas. They don’t operate furtively; they want people to know where they stand. They understand the value of “constructive conflict” when it becomes necessary as part of interpersonal dialogue. Though assertive leaders can appear opinionated, they are in fact open to the thoughts of others. Even if assertive leaders sometimes come off as overbearing, it is a small price to pay for having a leader who is willing to assert his or her views and to stand up for the team. An unassertive leader confuses employees about “roles, goals and procedures.”


Developing Effective Leaders For Business With Executive Presence. 

One measure of corporate performance is the organization’s success in developing its leaders for the future.

To become better leaders, executives must have a “learning mind-set” and be willing to do the work of self-evaluation and growth.

As a developing leader, ask yourself these crucial questions:

  • What’s the best way to determine how my company sees my leadership qualities?
  • What information can I gather that would assist me in enhancing my executive presence?
  • Am I leaning too heavily on “a few strengths” that may hamper my overall performance?
  • What can I learn from my experiences?
  • What do I gain if I find time to reflect on my progress? What do I miss if I’m “too busy”?
  • How would I embrace a pivotal challenge that might change my career?
  • Who should I turn to for guidance, coaching, mentoring or sponsorship?
  • “How can I aim higher and become all that I can be?”


“Those who cannot change their minds cannot change anything.” (George Bernard Shaw)



  • All the Leader You Can Be.  The Science of Achieving Extraordinary Executive Presence.  Suzanne Bates.  McGraw-Hill, 2016.  Pages: 304




How to Grow Effective Leaders For Business.


3 Ways How To Approach Effective Leadership For Business Training.

  1. “The qualities approach”
    • This focuses on what attributes or qualities a leader ought to have, thus answering the question, “What should a leader be?”
    • This approach traditionally reflected the attitude that leadership qualities are a function of nature, not nurture, and paid little attention to how to develop them.
    • Organizations using the Qualities Approach might list great leaders, or great leadership characteristics, without explaining actually how to acquire leadership ability.
  2. “The situational approach”
    • This examines the circumstances leaders are apt to find themselves in, and answers the question,
    • “What is it a leader needs to know?”
    • This perspective holds that whether someone is perceived as a leader depends on his or her situation.
    • Leadership, then, is a relationship with others and is specific to circumstances. Therefore, someone who is a leader in one circumstance, say, in a foxhole during combat, may not be a leader in another, say in a corporate boardroom.
  3. “The group or functional approach”
    • This approach looks at leadership in terms of the leader’s actions and behaviors.
    • The leader’s job is to address three group needs: the need for the group to achieve its goals, the need for the group to be nurtured as a working entity, and the needs of the individuals in the group.
    • Organizations can view these three roles individually and as an integrated whole.
    • The leader must undertake these functions in answer to the question posed by the group or functional approach:

“What is a leader to do?”:

    • “Planning” group activities.
    • “Initiating” or briefing the group and allocating tasks.
    • “Controlling” group results and schedules.
    • “Supporting” group endeavors, either through encouragement or discipline.
    • “Informing” group members and keeping them “in the picture.”
    • “Evaluating” the plan and its execution.


“We don’t entrust our children to bus drivers who are not trained; why place any kind of worker under leaders who have no training?”


7 Fundamental Principles of Training Effective Leaders For Business.

  1. “Training for Leadership”
    • Never appoint people to lead any group until they have had the correct training and preparation.
    • “You can be appointed a commander or manager, but you are not a leader until your appointment is ratified in the hearts and minds of those who work under you.”
  2. “Selection”
    • Choose participants who already are leaders in some way.
    • Seek those who have emerged in leaderless situations.
    • Look for “patterns of behavior” that indicated a predisposition to leadership.
    • People achieve leadership through appointment, election or even inheritance.
    • As leaders move up the rungs of responsibility, certain attributes become more important.
    • Look for abilities in “leadership and teamwork,” “decision-making,” “communication,” “self-management” and “personal qualities.”
    • Someone who demonstrates an ability to fulfill a general leadership role and who shows the mental ability, the communication ability and the time-management ability to do the job, is a promising prospect for training.
  3. “Line Managers as Leadership Mentors”
    • Leaders who want to develop other leaders should become mentors.
    • Good mentors essentially develop upcoming leaders through an apprentice system.
    • As a leader, you can develop a mentoring system in your company.
    • You can’t do all the mentoring yourself, but you can motivate others.
  4. “The Chance to Lead”
    • An Indian proverb observes, “Under the banyan tree nothing grows.”
    • Keeping potential leaders under your wing for too long actually can inhibit their development.
    • A time will come when you must give an apprentice leader an opportunity to lead. Nature grows leaders; organizations do not.
    • The most an organization can do is to provide fertile conditions for the growth of leaders, including the opportunity to be a leader and to try the role on for size.
    • New leaders must face the obstacles and challenges that molded their predecessors. In this regard, annual reviews that focus on “career development” are important. They may reveal that a promising young candidate is ready to assume a greater leadership role.
    • Growing as a leader can be painful, but that is part of the process. Realize that not every subject specialist will want to become a leader, and that’s fine. An employee is better off as an excellent team leader than as a mediocre leader in a larger role.
  5. “Education for Leadership”
    • Society, schools and families grow leaders, not companies.
    • Companies can stimulate society’s ability to develop good leadership material by supporting educational institutions.
    • Leadership training begins in the family, and expands to include schools, which are “the second nurseries of leaders.”
    • A university education can have several positive effects on prospective leaders. It stimulates their curiosity and sharpens their ability to think clearly – two important attributes for leaders. Students learn creative problem solving and acquire the technical knowledge they need.
    • Continuing education after college is also very useful.
  6. “A Strategy for Leadership Development”
    • “The basic principle in leadership development is that an organization should never give a team leadership role or position to someone without training.”
    • Organizational leaders should personally review such plans and pose several questions:
      • Is it clear from the plan what qualities and abilities are being developed?
      • Is it clear that no one will be given a leadership position without proper training?
      • Is it efficient? How much does it cost? Does it focus its resources wisely?
      • Does the system incorporate mentoring?
      • What metrics does it use to measure its success or progress?
      • Does it measure or refine the identification of prospective leaders in the company?
    • The answers to these questions will give you some idea of how much thought has gone into your company’s leadership development process.
    • Carefully consider whether your organizational structure gives up-and-coming leaders maximum leeway.
    • Giving them responsibility helps develop their leadership skills and shows that you expect them to give their team leaders decision-making freedom as well.
    • Becoming the best company in your industry will attract potential leaders. Leaders are naturally drawn to the best companies.
  7. “The Chief Executive”
    • To be a leadership catalyst for your company, take these steps:
      • Set a good example. Let your actions testify that leadership and integrity matter.
      • Be a mentor to your executive team. Remember they’re not likely to take the time to be mentors unless you do the same for them.
      • Minimize jargon and consultant-speak, and get down to the fundamentals of how to encourage people to step forward and become leaders.
      • Participate in corporate leadership events. You’ll be surprised how dropping in to watch team leader training will communicate your commitment.
      • Any chance that you get, make sure that you talk about the importance of leaders, leadership and leadership training. Convey your full support to the strategic mission of developing new leaders.
    • To be a fine leader, seek opportunities to grow.
    • Study the subject, find a good mentor or pursue opportunities to lead in your community.
    • Potential leaders are a raw material that comes from society; companies mold them to accomplish their ends.
    • To develop great leaders, companies have to lead.



  • How to Grow Leaders.  The Seven Key Principles of Effective Leadership Development.  John Adair.  Kogan Page, 2005.   First Edition:2005.  Pages: 184.



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