Business studies: general

The context of leadership has changed.

It may be human nature to resist change—particularly when it's delivered as a hardship, disappointment, or rejection.

This Center for Creative Leadership® publication contributes to a greater understanding of adaptability and the cognitive, emotional, and dispositional flexibility it requires.

The ongoing state of many organizations is one of change.

Organizational politics is a natural part of everyday life in the workplace; it is neither good nor bad.

The ongoing state of many contemporary organizations is one of change.

This Center for Creative Leadership(R) publication shows you how your organization and its leaders can create a culture that fosters accountability by focusing on five areas: support, freedom, information, rescources and goal and role clarity.

Effective feedback is one of the most important components of successful performance reviews.

Today's turbulent business environment requires strategic leadership that is systemic, focused on the future, and oriented toward change.

You, as an individual leader, are in the best position to have a significant amount of influence over your talented employees.

Influence is an essential component of leadership.

Executive coaching is a relatively new but increasingly popular means of leadership development.

Benchmarks, a 360-degree assessment, has been used by approximately 16,000 organizations and over 200,000 managers.

Inspire collaborative, creative conversations using a wide variety of images with Visual Explorer.

Organizations today are awash in change.

Often people are given new positions in order to provide them with developmental experiences.

If you want to be an effective leader-at any level-you should pay attention to vision.

Leadership is best learned from experience, but learning from experience is not always automatic.

The FIVE STEPS in this book will help you achieve the changes you seek.

This book offers help in making changes-and in getting people to notice them.

Why do organizations so often reward the most vocal or most visible even if they aren't the most qualified?

This book provides you with the means to set development goals and to track your progress on achieving them.

Both mentors and mentees realize many benefits from mentoring, as do organizations that encourage, structure, and support mentoring.

The ongoing state of many organizations is one of change.

As managers move higher in an organization, it can be more difficult for them to get accurate and unbiased input about their performance and leadership skills.

Effective feedback, whether it's meant for your boss, your peers, or your direct reports, is built around three ideas.

Effective feedback, whether it's meant for your boss, your peers, or your direct reports, is built around three ideas.

Effective feedback, whether it's meant for your boss, your peers, or your direct reports, is built around three ideas.

This is the First Edition of this publication.

Effective feedback, whether it's meant for your boss, your peers, or your direct reports, is built around three ideas.

This is the First Edition of this publication.

This is the First Edition of this publication.

In the years since that report was published, we have learned more about development in place—from research, from working with managers and organizations that are making use of developmental assignments, and from our colleagues in the field.

In the years since that report was published, we have learned more about development in place—from research, from working with managers and organizations that are making use of developmental assignments, and from our colleagues in the field.

In the years since that report was published, we have learned more about development in place—from research, from working with managers and organizations that are making use of developmental assignments, and from our colleagues in the field.

In the years since that report was published, we have learned more about development in place—from research, from working with managers and organizations that are making use of developmental assignments, and from our colleagues in the field.

In the years since that report was published, we have learned more about development in place—from research, from working with managers and organizations that are making use of developmental assignments, and from our colleagues in the field.

In the years since that report was published, we have learned more about development in place—from research, from working with managers and organizations that are making use of developmental assignments, and from our colleagues in the field.

In the years since that report was published, we have learned more about development in place—from research, from working with managers and organizations that are making use of developmental assignments, and from our colleagues in the field.

In a fast-paced global economy emphasizing innovation and productivity, leaders need to bring as much wisdom as possible to bear on their daily decisions.

If you've got an idea you want to sell, you need to do two things: scan your environment and use effective tactics.

Everyone experiences stress, and leaders face the additional stress brought about by the unique demands of leadership: having to make decisions with limited information, to manage conflict, to do more with less.

Have you ever wondered how to deal with a sensitive issue within your team?

Your image can be either an asset or a liability for you as a leader.

The context of leadership has changed.

The context of leadership has changed.

Organizations today are awash in change.

Providing feedback to others about their performance is a key developmental experience.

The Center for Creative Leadership's continuing studies of executives have found that learning on the job is the best way for a person to develop.

This book is modeled after "Eighty-Eight Assignments for Development in Place," one of the Center for Creative Leadership's most popular publications.