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LEADERSHIP IS A PROCESS OF SOCIAL INFLUENCE, WHICH MAXIMISES THE EFFORTS OF OTHERS TOWARDS THE ACHIEVEMENT OF A SHARED GOAL.
Tuesday, February 28, 2012
The secret of success can be described in one word.
We have studied success. We have also spent a lot of time in the company of respected research psychologists, talking about what makes some people succeed and others collapse - the difference, in short, between the cans and the can-nots, the do's and the do-nots.
And after this study and research, we can tell you one thing with the utmost confidence: the secret of success is "Attitude." That's it. And it is really not a secret. People who succeed do not have fewer problems than other people. They do not start out with the most brainpower or better parents or more money, either.
As a matter of fact, sometimes they start out working against incredible odds. But they have a way of looking at things, a way of seeing obstacles as possibilities, a way of hanging in there and making the most of every opportunity that almost guarantees success. If you are running up against an unexpected challenge, do an attitude check. Ask yourself, "Am I not seeing the way around, because of an attitude?"
You are successful - and flexible, optimistic and hardworking. So if you want to sum it up in a word, it is not difficult to do: success is a question of attitude.
Just over two out of five bosses consider their line managers to be ineffective, according to a study into the business benefits of management and leadership development, released today by the Chartered Management Institute (CMI) and Penna.
The research shows organisational performance and management abilities to be clearly linked - with only 39% of managers in low performing businesses deeming their line managers to be effective, compared to 80% in high performing organisations.
The CMI-Penna report, produced with Henley Business School, draws on findings from almost 4,500 managers, including more than 300 CEOs and 550 HR decision makers.
The research provides evidence showing how management and leadership development activities can lead to increases of up to 32% in people performance and 23% in overall organisational performance, across organisations of all sectors and sizes.
The findings show high performing organisations spend on average 36% more on management and leadership development per manager per year than low performing ones.