Leadership in Action - Volume 27, Issue 4, September/October 2007

September/October 2007 Archived Issues

Leadership in Action aims to help practicing leaders and those who train and develop practicing leaders by providing them with insights gained in the course of CCL's educational and research activities. It also aims to provide a forum for the exchange of information and ideas between practitioners and CCL staff and associates.

Sample Leadership in Action Table of Contents and Articles:
(From Volume 27, Issue 4, September/October 2007)

• Doors of Perception: Getting Others to Notice the New You
  What is perceived as a leadership strength by one observer may be viewed as a leadership weakness by another. It doesn't matter whose perception is right and whose is wrong; what does matter is that what people perceive, they believe. This wild card of perception is a crucial consideration as leaders assess their strengths and weaknesses and create developmental plans. Actually improving one's effectiveness is only half the battle; leaders also need to be focused on altering people's perceptions of that effectiveness. This requires some public relations, among other things.
• Performance Test: Designing an Effective Competency Model (*)
  The demand for leadership competency models seems to have grown much faster than the underlying expertise. If an organization's internal people responsible for leadership development lack an understanding of what it takes to create an effective competency model and how to use it, they may be led astray, some by external vendors and some through attempts to create their own models. Whether a competency model is created internally or with the assistance of an outside vendor, a number of precepts need to be taken into account.
• Lending an Ear: Why Leaders Must Learn to Listen Actively
  The ability to listen effectively is an essential component of leadership. Most leaders know they need to be good listeners to be effective, but even though they may have the best intentions, they don't know specifically what to do (or not to do) to become better listeners. By learning the skills and behaviors of active listening, leaders can become more effective.
• From the President (*)
• Case Study/Toyota Financial Services
  Creating a Foundation for Leadership Development (*)
• In Focus/Talent Management
  Engaging and Developing Is Key to the Challenge
• Issues & Observations
  Making the Connection Between Art and Leadership

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Discover more Leadership in Action articles in the LIA archive