Leadership Topics

Oliver was recently promoted to lead a business unit at his company. Chloe is a regional director of operations. Both are at a pivotal point in their careers: skillfully leading a function or division is not only critical for their own personal success, but also to the success of the organization.

Putting the right people on a team doesn't guarantee success. The most effective, high-performing teams are committed to learning.

Dealing with problems has been, understandably, the top priority for most executives, senior managers and HR professionals in recent years. But, if you haven't been paying much attention to your top talent, go-to experts and in-the-pipeline leaders, it's time to start.

Dr. Sally Shumaker, senior associate dean for research at Wake Forest University School of Medicine, is passionate about translating the science of biomedical research into real-world patient care.

Leadership in a time of uncertainty, downsizing and economic decline is much more complex, gut-wrenching and emotionally draining than in boom times. In today's environment, effective leaders need to do much more than the traditional planning, organizing and controlling of the past.

Innovation and creativity are needed to solve problems, develop new products and services, and spur economic and societal well-being. But is American creativity declining?

Feedback-intensive programs have been at the heart of CCL's work for more than thirty-five years. What is involved and is there a "right" time to go?

CCL's Gina Eckert discusses the unexpected leadership relevance of Star Trek's Captain Picard.

How do talented managers develop into effective senior leaders? Extraordinary Leadership: Addressing the Gaps in Senior Executive Development proposes some groundbreaking answers, providing strategies and tools to round out leadership skills and create a steady pipeline of top executives.

Center for Creative Leadership research finds improvements in employee satisfaction and job commitment during a tough economy.

If you have an interest in the work style of Millennials and how they differ from other generations, 12 articles in a special issue of the Journal of Business and Psychology, edited by David Altman and Jennifer Deal of the Center for Creative Leadership, thoroughly explore the subject.

It's very possible for people to change and become more effective professionals in the process. In a BusinessWeek.com column, CCL CEO John Ryan explores how to encourage them to do it.

CCL senior vice president Bill Pasmore explores the importance of aligning leadership development with long-term strategy in "Who Will Run Your Company?", which appears in the Summer 2010 issue of Conference Board Review.

When the Center for Creative Leadership's flagship Leadership Development Program (LDP)® rolled out in June in its revised format, it included a new broad-based personality assessment - the WorkPlace Big Five Profile 4.0™.

Stepping into a management role isn't just a change of task - it's a fundamental shift of identity. To be successful, first-time managers must make the transition from a person who gets the work done themselves to a person who gets work done through others.

What do you do when teamwork doesn't work? The solution is collaboration, says CCL's Edward Marshall, and, yes, it is possible.

Leaders everywhere need to develop and adjust their behaviors to work in a global environment. But what works well in one setting may not in another.

Christiaan De Wilde, CEO of international biotech firm Innogenetics, has a background in finance and an eye for innovation.

An interview with Chris Musselwhite, President and CEO of Discovery Learning. Musselwhite, president and CEO of Discovery Learning, believes top leaders need an accurate picture of how the people and the systems affect their organization's ability to change and adapt. He recently spoke with CCL about why change is such a challenge.

In a column for the Harvard Business Review's six-week blog series, "Imagining the Future of Leadership," CCL's Charles Palus argued that our interdependent reality requires companies to create a new kind of leadership culture.