What is it, exactly, that enables a person to be an effective leader? And what behaviors, well-intended or not, get in the way?
These are questions that many leaders and wannabe leaders should be asking themselves.
Robert J. Anderson and William A. Adams have some compelling answers. And the answers didn’t come from some self-proclaimed leadership guru ensconced at a secret mountaintop retreat.
Anderson and Adams draw their data from more than one million leaders (that’s not a typo—one million) they’ve surveyed worldwide. They asked respondents to provide written comments on effective leaders they’ve observed—the ones who get results, grow the business, enhance the culture, and nurture subsequent waves of effective leaders.
In Scaling Leadership: Building Organizational Capability and Capacity to Create Outcomes That Matter Most, Anderson and Adams draw on their research to define leadership that works and leadership that does not, as well as leadership that scales and leadership that limits scale. Their findings merit a careful look by any leader at any level.
Read the full interview @ Forbes
