By Craig Perrin
This is the fifth of seven posts on AchieveGlobal's international study of leadership today, "Developing the 21st-Century Leader." Be sure to read the complete report.
A couple of years back, the Harvard Business Review ran an article about how difficult it can be for new managers to develop the interpersonal skills to lead effectively.
No kidding.
But that challenge doesn't apply only to new managers. Consider some daily realities for any manager, new or experienced: dealing with an array of personalities and work styles, communicating clearly and effectively, inspiring and motivating teams, and doing all this with a sense of fairness.
Our recent international study identified six zones of leadership - Reflection, Society, Diversity, Ingenuity, People, and Business - that address key 21st-century challenges. The People zone paints a vivid picture of how effective leaders connect with others to boost morale and guide action toward shared goals.
This is the fifth of seven posts on AchieveGlobal's international study of leadership today, "Developing the 21st-Century Leader." Be sure to read the complete report.
A couple of years back, the Harvard Business Review ran an article about how difficult it can be for new managers to develop the interpersonal skills to lead effectively.
No kidding.
But that challenge doesn't apply only to new managers. Consider some daily realities for any manager, new or experienced: dealing with an array of personalities and work styles, communicating clearly and effectively, inspiring and motivating teams, and doing all this with a sense of fairness.
Our recent international study identified six zones of leadership - Reflection, Society, Diversity, Ingenuity, People, and Business - that address key 21st-century challenges. The People zone paints a vivid picture of how effective leaders connect with others to boost morale and guide action toward shared goals.
