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 Leadership is intellectually simple, but behaviourally complex. Successful people are often intuitive and what they do from moment to moment really cannot be written down. In a rapidly changing environment they constantly diagnose, respond to what is happening and make judgements with choices and trade-off. But this intuitive or instinctive leadership is really based on accumulated wisdom that has been shaped by experience, knowledge and a set of core values. A raft of evidence now exists to prove that management and leadership development works. But are organisations taking it seriously? How much preparation are they giving their future leaders? 
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Essential ReadingThe new language of leadership
A profound shift is taking place from predictive to non-predictive demand – from push to pull economics. And if organisations are to adapt to this, their leaders need to radically reassess their behaviour.
The difference between management & leadership
It sounds great. “You lead people, and you manage things.” It’s salient. Even philosophical. But it’s wrong.
Four steps to leadership heaven
Good leadership is never simple, but according to the experts, managers who want to be better leaders need to develop four fundamental abilities.
Seven principles of leadership
Effective leadership boils down to seven key principles, according to a new guide for employers. But organisations will only get it right if the message on how to lead comes from the top.
Eight little secrets of being a good boss
So you have just landed your first management job. Congratulations. But before you get too excited, remember that newly-minted managers are much closer to being reviled than revered.
Leadership vs Management
Many people think of leadership and management as interchangeable. But as this 20-year veteran of the executive recruitment industry and now CEO of an executive search firm argues, there is a vast divide between them.
Wanted: more bad (as in good) leaders
Sometimes, bad behaviour is inspirational. That's why great leaders need to be unreasonable. That's what leaders do. It's why the cool kids were the cool kids. It's what progress depends on.
Obsession with leadership undermining organisations
Controversial management Professor Henry Mintzberg has launched a broadside at his own colleagues in management education with a robust denunciation of the current obsession that business schools seem to have with teaching "leadership".
Empowering leadership not always the answer
Empowering leaders who give their employees room to think and behave independently are often perceived as more effective than the traditional directive leader. But according to U.S. researchers, this isn't necessarily so.
Jim Collins and Level 5 Leadership
Jim Collins is best known for his highly influential books Built To Last: Successful Habits of Visionary Companies and recent bestseller Good To Great: Why Some Companies Make the Leap…And Others Don't. In his latest book, he examines how a good company becomes an exceptional company.
Leadership styles
What's most important for business leaders: traditional leadership skills or emotional intelligence? The answer, acording to new research, may be both.
Latest on LeadershipThe road to the top starts on the sports fieldIf you have ambitions to become the chief executive of a large public company, your chances will be much improved if you're an eldest child with a strong record of achievement on the sports field.
Roger Martin on integrative thinkingRoger Martin, Dean of the Joseph L. Rotman School of Management in Toronto, tells Des Dearlove that the traditional preoccupation with what a leader does is misplaced. It's what they think and at the decisions they make that matter.
The myth of the celebrity CEOThey might make great newspaper copy, but high-profile "celebrity" CEOs brought in to deliver rapid results often have exactly the opposite impact.
Founders are sabotaging the companyThe three founders of Allan's company are technically brilliant but just aren't interested in management. Staff turnover is high and the problems are mounting. Charles Helliwell has some ideas how they might be persuaded to change.
Is business acumen a substitute for leadership?If the top of an organisation is full of people with business or technical skills but little grasp of how to manage people, problems can quickly ensue. Because running a business is not just about the balance sheet.
Leaders need hard skills, not empathy, say CEOsIf you thought that CEOs need to be emotionally intelligent people managers with the ability to lead through example, you might want to think again.
Five ways leaders can communicate changeNo matter what the issue - be it a merger, acquisition or crisis - there are five ways that your CEO can communicate with employees and achieve positive outcomes each time.
Workers prefer tough loveWant a bit of respect from your team and fellow managers? Then you need to stop being all friendly and approachable and get out there and knock a few heads together.
Leadership and managementManagement has always been difficult to classify. Managers and management gurus often disagree as to whether the activity is art or science or craft or discipline, or whether it is inspirational or mathematical.
The disengagement gapMost workers believe their senior managers are largely a waste of space, doing little to motivate them and failing to help them contribute to the success of their organisations.
The baby-boomer leadership vacuumMost HR professionals believe Western businesses are failing to bring on the next generation of leaders, creating a vacuum just when emerging economies are snapping at their heels.
Third of workers don't rate their bossMore than a third of U.S. workers don't rate their boss as a leader, with a similar number believing they are not even qualified to do their job.
A breath of fresh air or just sweet FA?Just as young footballers watch and copy the bad behaviour of their sporting idols, so employees copy the actions and inactions of their bosses. So remember, change starts at the top – and actions always speak louder than words.
Are you a builder or a climber?Over the years, dozens of types of leaders have been identified. But as someone who believes that simpler is usually better, I've boiled down all those styles to just two basic types: Builders and Climbers.
Managers unsure what leadership development really meansMost American businesses don't understand the difference between management training and leadership development.
First-borns dominate American boardroomsAmbitious youngest children look away now. First-borns dominate American boardrooms and an oldest child is much more likely to become a CEO.
Niall Ferguson on history and business leadershipProfessor Niall Ferguson tells Des Dearlove why an ability to think historically and make sense of the past is an indispensable business skill – and why leaders have to acknowledge their fallibility.
Why women are doomed to failureIt's hard enough for women to scale the heights in business, but even when they do they are faced with a range of "double-bind" contradictions that make it almost impossible for them to be truly successful.
What can Brown learn from Rose?What could Britain's new Prime Minister, Gordon Brown, learn from the way that Stuart Rose has led the recovery of another great British institution, retail giant Marks & Spencer?
Leadership: Big "L"s and Little "l"sMention the word "leadership" and the arguments soon start. What are leaders? Are they made or are they born? It's actually quite simple. Leaders don't necessarily lead and don't always show leadership qualities. It all depends whether they're Leaders or leaders. Let me explain. . .
Help me fill the credibility gapHenry has just been appointed as manager to a demotivated group of staff whose attitude leaves something to be desired. So how can he establish his credibility and start to turn things around without alienating them further?
Leadership strategyThere's a natural lifespan for human beings which seems to be accompanied by a natural leadership span. That's why top managers are seldom as effective in their older years.
Lead well and prosperManagers need all the help they can get. And one of the best ways you can help yourself as a manager is getting back to basics. Focusing on these 15 fundamentals will help you thrive in these challenging times.
Leadership begins at schoolWhether or not you agree with legendary American football coach Vince Lombardi that leaders aren't born but made through hard work, what's increasingly clear is that it is at school that most leaders get their the first taste of leadership.
Knowledge economy needs to be more than idle rhetoricBritain's Prime minister-in-waiting, Gordon Brown, has been urged to put development as a "knowledge economy" at the centre of his future economic strategy for the country.
Leading managementManagers need leadership and leaders need management in an indivisible, mutual partnership. And one thing that is fundamental to effective leadership is the ability to relate to others.
Training cash lost in admin black holeTwo out of five American companies are burning cash as up to half of their training budgets disappear into a black hole labelled "administration costs".
The leader's link to creativity and productivityFar, far too many managers stifle the creativity and commitment of their people simply by the way they behave. But if they started doing more listening and less bossing, employee creativity and involvement might re-emerge.
Do you want to be liked or do you want to be a good manager?We'd all prefer to be liked, but managers who spend too much time trying to be popular and friendly with members of their teams can be a recipe for disaster, new research has warned.
Top dog or under dog?Until underdogs are properly valued, top dogs will always be in danger of being caught off balance by the uncertain force of the thrust from below.
More on Leadership . . .
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