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Leading in the 21st Century

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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

Editor's choice

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article | McKinsey Quarterly

Doing well by doing good: A leader’s guide

September 2013—Addressing community problems increasingly requires cooperation among the private, public, and not-for-profit sectors. Here, three executives explain how a civic alliance in America’s Minneapolis–Saint Paul region may point toward an operating model.more

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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

Givers take all: The hidden dimension of corporate culture

April 2013—By encouraging employees to both seek and provide help, rewarding givers, and screening out takers, companies can reap significant and lasting benefits.more

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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

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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

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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

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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

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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

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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

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Leader’s briefing

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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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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

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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.