Leadership in Action - Current Issue

September/October 2009 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 29, Issue 4, September/October 2009)

• Good Choices: Making Better Decisions by Knowing How Best to Decide (*)
  Increasingly challenged to reduce the risk from poor decisions and increase positive results from good decisions, leaders must learn how to choose the best way to decide in any given situation. Leaders' failure to understand the barriers they face and to use the appropriate decision-making style can lead to hit-or-miss outcomes. By integrating five recognized decision-making styles and five key factors that affect good decision making, leaders can move themselves and their organizations toward more effective outcomes.
• Building the Pipeline: Leadership Succession Is a Key Challenge
  It goes without saying that the depth and quality of an organization's leadership are the most important determinants of the organization's future, and that especially in uncertain and turbulent times such as these, companies need to focus on building their pipelines of talent and ensuring successful leadership transition. Leadership transition can be viewed as a potential roadblock, but if companies approach it in the right way it can offer valuable opportunities for both the organization and individual leaders.
• Return on Experience: A Mind-Set for Learning Leadership at Work
  Research on how leaders learn shows that 70 percent of development happens on the job and 20 percent comes from relationships with coaches, mentors, role models, and others. Just 10 percent comes from classes, training, and coursework. Ongoing, on-the-job learning is an essential ingredient for longterm leadership success. But to maximize the learning and development potential of work experience, you need a plan. CCL's return-on-experience framework can help leaders actively seek out the three keys to learning from experience: mastery, versatility, and impact.
• From the President (*)
• In Focus/Self-Promotion
  Showcasing Your Talent with Authenticity
• In Focus/Acquiring Talent (*)
  The Value of Hiring for Team Fit

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Discover more Leadership in Action articles in the LIA archive