Wednesday September 30, 2015
Business leaders face the difficult balance of letting go to empower managers and boost staff motivation, while staying in firm control of the company’s aims and strategic goals
It’s tougher than ever to be a leader in today’s business climate. Thanks to a string of commercial scandals at institutions such as the Co-operative Bank and RBS, there is intense scrutiny of executive decisions and trust in senior managers has decreased.
At the same time, the context in which leaders operate has become more complex. Companies are more geographically dispersed, managers have more direct lines of reporting and often a much wider remit than before. A study by best practice insight company CEB found that 85 per cent of leaders felt there was an increase in the number of job responsibilities, while 61 per cent reported they had to consult with more people before making a decision...
This article originally featured in Raconteur, The Times, to read in full click the link below