Zenger Folkman Leadership Podcast Get answers to today’s toughest leadership and development problems from thought leaders Jack Zenger and Joe Folkman!

A few years ago when employees became dissatisfied with their organization they would quit and get another job. Today, with placement opportunities very low and unemployment extremely high, very few people opt to quit and leave. As a result something much worse is happening within organizations.  Employees “quit,” but they stay.  In the last year, overall job satisfaction in the U.S. has declined significantly. Employees feel stuck in their current jobs and their dissatisfaction with the organizations they work for increases.

However, not all organizations are experiencing these dismal results. A recent assessment of employee satisfaction by one of our clients showed a significant improvement over past years, though this company was not immune to the effects of the recession. Examination of the data showed 7 factors that created this positive increase in their satisfaction, even during the economy’s poorest times.

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There is an oft-quoted statement from the 19th century moralist and historian Lord Acton that says, “Power corrupts and absolute power corrupts absolutely.” He was writing to a Bishop Mandell Creighton in the year 1887. The quotation goes on to say, “Great men are almost always bad men."

It is clear that the egregious acts of dishonesty executed by people who hold the most senior roles in their firm have destroyed careers and in many cases have destroyed entire organizations in their aftermath.

Unethical behavior is caused by the combination of several forces and by understanding these elements, organizations can take steps to prevent them.

In this presentation, Dr. Jack Zenger discusses these forces and gives ways that companies can ensure strong ethics in their leadership.

Read the "Ethics in Leadership - The 8 Rules to Prevent Misuse of Corporate Power" on Forbes.

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Dr. Joe Folkman was working with a small group of leaders from a high tech company with more than 60,000 total employees. This group of 30 were considered to be some of the highest potential leaders in the company. In the time he spent with these individuals, it was clear they were a select and impressive group.

He measured their effectiveness as leaders using our Extraordinary Leader 360 assessment and found that although all were considered high potential, not all were extraordinary leaders. Sometimes potential ratings come from experience, knowledge and expertise as opposed to leadership skills.

He also gathered data from each person on 25 attitude questions and found that five of the attitude questions correlated strongly with overall leadership effectiveness. Leaders who strongly agreed with these particular attitudes also had higher overall leadership effectiveness scores. As he looked through the items, he came to the conclusion it was possible their attitudes on these items may have influenced their effectiveness as leaders.

In this podcast, he describe these five attitudes in detail and gives some ideas on how to develop in these areas.

Read the "5 Attitudes That Define Great Leaders" on Forbes.

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