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Centered Leadership

What enables some talented people to rise to the top and create positive and sustained impact, while others stop short of their full leadership potential?

article | McKinsey Quarterly

The hidden value of organizational health—and how to capture it

April 2014—New research suggests that the performance payoff from organizational health is unexpectedly large and that companies have four distinct “recipes” for achieving it.more

article | McKinsey Quarterly

Lead at your best

April 2014—Five simple exercises can help you recognize, and start to shift, the mind-sets that limit your potential as a leader.more

article | McKinsey Quarterly

Change leader, change thyself

March 2014—Anyone who pulls the organization in new directions must look inward as well as outward.more

article | McKinsey Quarterly

Tapping the power of hidden influencers

March 2014—A tool social scientists use to identify sex workers and drug users can help senior executives find the people most likely to catalyze—or sabotage—organizational-change efforts.more

article | McKinsey Quarterly

Building a forward-looking board

February 2014—Directors should spend a greater share of their time shaping an agenda for the future.more

article | McKinsey Quarterly

Why leadership-development programs fail

January 2014—Sidestepping four common mistakes can help companies develop stronger and more capable leaders, save time and money, and boost morale.more

article | McKinsey Quarterly

Building the social enterprise

November 2013—By following a few simple principles, leaders can realize the vast potential of social technologies to engage employees and transform organizations. more


Why top management eludes women in Latin America: McKinsey Global Survey results

August 2013—Executives in the region say gender diversity has moved up on their companies’ agendas, but they still report few women at the top. Women and men disagree on the reasons why.more

commentary | McKinsey Quarterly

Twin-track training

July 2013—A member of the board of Knorr-Bremse Asia Pacific explains how the German braking-systems company has developed a global–local approach to capability building in China.more

article | McKinsey Quarterly

Capability building in China

July 2013—Skill building must be rewards-based, rooted in real work, and tailored to local conditions.more


China’s next chapter: The human-capital puzzle

July 2013—McKinsey’s Andrew Grant explores what’s being done to make Chinese workers and managers more effective in domestic and global operations.more

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Leaders everywhere: A conversation with Gary Hamel

May 2013—The management writer and academic explains why he believes companies that empower and train people at all levels to lead can create competitive advantage.more

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article | McKinsey Quarterly

Lessons from the leading edge of gender diversity

April 2013—Advancing women to the top may be a journey, but how to do so is no longer a mystery. New research points to four principles that can help just about any company. more

interview | McKinsey Quarterly

Facebook’s Sheryl Sandberg: ‘No one can have it all’

April 2013—Coming to terms with that reality is invaluable for women trying to find fulfillment as both great leaders and great parents.more

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article | McKinsey Quarterly

Increasing the ‘meaning quotient’ of work

January 2013—Through a few simple techniques, executives can boost workplace “MQ” and inspire employees to perform at their peak.more


Making internal collaboration work: An interview with Don Tapscott

January 2013—The author and strategist describes why effective knowledge management within enterprises requires replacing e-mail with social media.more

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article | McKinsey Quarterly

Making time management the organization’s priority

January 2013—To stop wasting a finite resource, companies should tackle time problems systematically rather than leave them to individuals.more

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article | McKinsey Quarterly

A personal approach to organizational time management

January 2013—Improving the fit between the priorities of managers, their direct reports, and their supervisors—all the way up to the CEO—is a good place to start.more

Why the human capital function still has far to go
report | McKinsey and The Conference Board

The State of Human Capital 2012—Why the human capital function still has far to go

The Human Capital (HC) function has come a long way in the last 10 years. Yet, it faces a false summit. Increasing globalization, technological changes and tough economic conditions have introduced a new set of strategic HC challenges. Creating the HC organization that can tackle these challenges is the next frontier.

article | McKinsey Quarterly

Encouraging your people to take the long view

September 2012—Employees and managers should be measured as much on their contribution to an organization’s long-term health as to its performance.more

article | McKinsey Quarterly

The global company’s challenge

June 2012—As the economic spotlight shifts to developing markets, global companies need new ways to manage their strategies, people, costs, and risks.more

article | McKinsey Quarterly

Developing global leaders

June 2012—Companies must cultivate leaders for global markets. Dispelling five common myths about globalization is a good place to start.more

article | McKinsey Quarterly

How multinationals can attract the talent they need

June 2012—Competition for talent in emerging markets is heating up. Global companies should groom local highfliers—and actively encourage more managers to leave home.more

article | McKinsey Quarterly

Organizing for an emerging world

June 2012—The structures, processes, and communications approaches of many far-flung businesses have been stretched to the breaking point. Here are some ideas for relieving the strains.more

Managing at global scale McKinsey Global Survey results

Managing at global scale: McKinsey Global Survey results

June 2012—Executives at global companies are satisfied with their organizations’ overall capabilities, but see room to improve in innovation and motivation. Better leaders are the key.more

article | McKinsey Quarterly

Leading in the 21st century

June 2012—Six global leaders confront the personal and professional challenges of a new era of uncertainty.more

Women matter Asia

Women matter: An Asia perspective

June 2012–Business conditions in Asia are now dictating that CEOs turn their attention to gender diversity.

Perspectives on global organizations

Perspectives on global organizations

This collection of articles highlights how innovative companies are using new models, different ways of thinking, and the latest technologies to manage the increasingly complex challenges of global footprints.more

Unlocking the full potential of women at work

Unlocking the full potential of women at work

Our latest research, produced for the Wall Street Journal’s Task Force for Women in the Economy, draws on the experience of 60 companies to identify the ways in which organizations are advancing female executives—and the barriers that remain.more

article | McKinsey Quarterly

Developing better change leaders

April 2012—Putting leadership development at the heart of a major operations-improvement effort paid big dividends for a global industrial company.more


Listening to employees: The ‘Beyond Bureaucracy’ M-Prize winners

March 2012—Seven winning entries in a contest McKinsey cosponsored with Gary Hamel’s Management Innovation eXchange (MIX) and Harvard Business Review reveal executive thinking on the importance of engaging employees in an open and realistic way.more

Women Matter

Women matter

March 2012—Many companies are making serious efforts to improve the number of women in top jobs. Some detect progress. But others say change is frustratingly slow. This report looks at what companies can do to make a breakthrough.more

Unlocking the full potential of women in the US economy

Unlocking the full potential of women in the US economy

April 2011—By helping more women make the transition from middle management to senior roles, companies could substantially improve the odds of achieving real gender diversity all the way to the top. more

Voices on transformation

Voices on transformation 4

Insights from business leaders in creating lasting change.

article | McKinsey Quarterly

Three steps to building a better top team

February 2011—When a top team fails to function, it can paralyze a whole company. Here’s what CEOs need to watch out for.more

Putting organizational complexity in its place

Putting organizational complexity in its place

May 2010—Not all complexity is bad for business—but executives don’t always know what kind their company has. They should understand what creates complexity for most employees, remove what doesn’t add value, and channel the rest to employees who can handle it effectively.more

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Retaining key employees in times of change
article | McKinsey Quarterly

Retaining key employees in times of change

August 2010—Many companies throw financial incentives at senior executives and star performers during times of change. There is a better and less costly solution.more


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