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Leading in the 21st Century

Leading in the 21st century
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

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Leadership and the art of plate spinning
article | McKinsey Quarterly

Leadership and the art of plate spinning

November 2012—Senior executives will better balance people and priorities by embracing the paradoxes of organizational life.more

six social art
article | McKinsey Quarterly

Six social-media skills every leader needs

February 2013—Organizational social-media literacy is fast becoming a source of competitive advantage. Learn, through the lens of executives at General Electric, how you and your leaders can keep up.more

Three steps to building a better top team
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

Top executives need feedback and heres how they can get it
article | McKinsey Quarterly

Top executives need feedback—here’s how they can get it

September 2011—As executives become more senior, they are less likely to receive constructive performance and strategic feedback. They can get it by calling on their junior colleagues.more

Leadership as the starting point of strategy
article | McKinsey Quarterly

Leadership as the starting point of strategy

February 2005—Even the best strategy can fail if a corporation doesn’t have a cadre of leaders with the right capabilities at the right levels of the organization.more

How leaders kill meaning at work
article | McKinsey Quarterly

How leaders kill meaning at work

January 2012—Senior executives routinely undermine creativity, productivity, and commitment by damaging the inner work lives of their employees in four avoidable ways.more

Why good bosses tune in to their people
commentary | McKinsey Quarterly

Why good bosses tune in to their people

August 2010—Know how to project power, counsels Stanford management professor Bob Sutton, since those you lead need to believe you have it for it to be effective. And to lock in your team’s loyalty, boldly defend their backs.more

Making time management the organizations prioritycollection

Leader’s briefing

Strategic decisions When can you trust your gut
interview | McKinsey Quarterly

Strategic decisions: When can you trust your gut?

March 2010—Nobel laureate Daniel Kahneman and psychologist Gary Klein debate the power and perils of intuition for senior executives.more

How to choose the right nonexecutive board leader
article

How to choose the right nonexecutive board leader

May 2010—It’s time to use a structured process for selecting the nonexecutive leader of the board. Defining the role is a good start.more

Women and leadership Learning from the social sector
interview

Women and leadership: Learning from the social sector

March 2009—Jacqueline Novogratz, CEO of Acumen Fund, shares lessons in leadership from her work in venture philanthropy.more

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How centered leaders achieve extraordinary results
article | McKinsey Quarterly

How centered leaders achieve extraordinary results

October 2010—Executives can thrive at work and in life by adopting a leadership model that revolves around finding their strengths and connecting with others.more

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Making the most of the CEOs last 100 days
article | McKinsey Quarterly

Making the most of the CEO’s last 100 days

January 2011—For the sake of their companies—and their legacies—departing chief executives should leave things in the best possible shape. Here’s how.more

Why Im a listener Amgen CEO Kevin Sharercollection

Leaders on leading

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The material on this page draws on the research and experience of McKinsey consultants and other sources. To learn more about our expertise, please visit the Corporate Finance Practice, Operations Practice, Organization Practice, Strategy Practice.