Leadership

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• Leadership Styles

  The most effective leaders can build a repertoire of these six leadership styles, adopting the one that meets the needs of the moment.

• What do Managers do?

  One good answer to this question comes from management guru Peter Drucker, who divided the job of the manager into these five basic tasks.

• Leadership in a Crisis - How To Be a Leader

  Leading an organization through a crisis is a huge challenge for any manager. Here are seven key lessons for crisis leadership.

• What are the Common Mistakes of New Managers?

  New managers make many mistakes, such as believing power stems from their title and that they have to control everything. Here are some of the biggest mistakes -- and how to avoid them.

• What is the Difference Between Management and Leadership?

  The manager's job is to plan, organize and coordinate. The leader's job is to inspire and motivate. Learn the differences between management and leadership.

• How Can Young Women Develop a Leadership Style?

  Leadership experts say women face a "double-bind": If they assert themselves forcefully, they may trigger a backlash. But if they act in a stereotypically feminine way, they may not be seen as strong leaders.

• Nortel 's New CEO Tests His Limits

  Nortel's Mike Zafirovski has found being a CEO a far greater challenge than he anticipated. In his rookie year, he has logged 100-hour weeks confronting problems ranging from accounting issues to low employee morale.

• New Managers Learn to Relate to Former Peers

  Employers often promote strong individual performers to supervisory roles with little instruction. But people who excel among the rank-and-file don't automatically have the skills or knowledge to manage well.

• Advice on Developing a Leadership Style

  Developing a leadership style can be particularly challenging for young women in management. One major problem is a shortage of female role models.

• Micromanagers Miss Bull 's-Eye

  Micromanagers must learn to give subordinates the freedom to solve problems or risk fostering a complacent workplace, say experts.

• Before You Try Making a Leap

  The gap between No. 1 and No. 2 in a company is often bigger than many realize. CEOs not only perform different tasks from their second-in-commands, but they have to act differently, too.

• How to Empower Passionate Employees

  In "Followership," Barbara Kellerman, a lecturer at Harvard's Kennedy School of Government, argues that a big organization's fate can be surprisingly dependent on how well it understands thousands of low-ranking employees.

• CEOs Should Stop Spinning, Start Thinking

  Today, with predictions of a more volatile year ahead, CEOs will be graded more heavily on their decisions. They must stop becoming experts on giving a positive spin to economic warnings and start analyzing the data at hand.

• Drucker 's Teachings Find Following in Asia

  Peter Drucker is making a posthumous comeback, but it isn't happening in the U.S., where the management scholar spent much of his career. He's the man of the moment in China, where the curriculum at Drucker academies help students grasp the ...

• Firms Step Up Training for Managers

  Some companies are stepping up formal manager training. The moves come as many firms seek to better motivate and engage workers in an increasingly global and fast-paced environment.

• Drucker's Legacy: It's All About People

  The most influential management thinker of the past century, Peter Drucker foresaw the arrival of workers motivated by pride and argued that harnessing their talents required a new approach to management.

• How to Stay Afloat in a Crisis

  Jerry W. Levin never expected to run Sunbeam for long. Instead, his temporary CEO gig has turned into a four-year pressure cooker full of seven-day weeks and sleepless nights.