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Leadership

Developing leaders in a business
book excerpt | McKinsey Quarterly

Developing leaders in a business

November 1997—In his book The Will to Lead, Marvin Bower, McKinsey’s managing partner from 1950 to 1967, urges senior managers to abandon command-and-control structures and adopt a program to develop leaders, starting with themselves. In this excerpt, he explores the attributes of leadership.more

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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

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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

Thriving in the C-suite

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article | McKinsey Quarterly

The executive’s guide to better listening

February 2012—Strong listening skills can make a critical difference in the performance of senior executives, but few are able to cultivate them. Here’s how.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

Recovering from information overload

January 2011—Always-on, multitasking work environments are killing productivity, dampening creativity, and making us unhappy.more

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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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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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The CEO as Chief Performance Officer

November 1993—Leadership in defining—and delivering—the performance imperatives of strategy must come from the very top.more

Engaging the top team

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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

A CEOs guide to reenergizing the senior team
commentary | McKinsey Quarterly

A CEO’s guide to reenergizing the senior team

September 2009—In today’s tough and fast-changing environment, CEOs must help their top leaders to work through fear and denial and to learn new rules.more

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Teamwork at the top

May 2001—When the top team isn’t working well, the whole company suffers. How can top teams fix themselves?more

Managing leadership transitions

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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

Letter to a newly appointed CEO
article | McKinsey Quarterly

Letter to a newly appointed CEO

June 2010—McKinsey’s former managing director Ian Davis offers to new CEOs advice distilled from his experience supporting executives during their transitions into the role.more

article | McKinsey Quarterly

A guide for the CEO-elect

August 2005—The days, weeks, or months between taking the job and assuming power are precious. Put them to good use.more

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article | McKinsey Quarterly

Managing CEO transitions

May 1994—A leader’s best chance to lock in new organizational norms is usually during the first few months on the job.more

Summary

Today's leaders confront extreme but hardly unprecedented uncertainty and complexity. Explore timely and timeless tips for top executives seeking to maximize their effectiveness.

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