Managers are the first line of defense in ensuring that employees feel appreciated, respected and cared about as people. Yet the challenges for managers have never been greater. The modern workplace is a much more diverse environment—a blending of different age groups, cultures, genders and time zones. Because of the speed of business, the diversity, the outsourcing of jobs and global competition, organizations need strong effective leaders at all levels who can engage the hearts and minds of employees. Organizations that maintain positive working relationships with their employees, contractors, and suppliers are better able to develop and deliver products and services that meet the needs of their customers. Managers are uniquely positioned to positively or negatively influence thousands of these connecting points by what they say, do and think. If you can successfully develop their skills and confidence as effective leaders, you will be much better positioned to achieve your current and future goals.

In their bestseller, First Break All the Rules! , Marcus Buckingham and Curt Coffman present compelling Gallup research to show that people most often leave managers, not companies. When you calculate the cost of employee turnover—at least 2 – 3 times the employee’s salary—it becomes clear that it makes good economic sense to focus on improving the management and leadership skills of your managers.

Defining the Importance of Leadership Capacity

A year-long study, including a literature review of hundreds of studies from 1980 through 2005, reveals some profound connections between leadership effectiveness, employee passion, customer devotion, and organizational vitality.

It’s no secret that leadership capacity is critical to organizational success, but little research has been compiled about the long-term impact of leadership on organizational productivity and profitability.

In response, The Ken Blanchard Companies® embarked on a study to answer some important questions about leadership and its role in supporting the overall success of an organization.

The study focused on four questions: What role does leadership capacity play in driving organizational vitality? What specifically can leaders do to increase organizational performance? What are the connections between leadership capacity, customer devotion, and employee passion? How are customer devotion and employee passion linked to organizational vitality?

"Leaders must abandon themselves to the strengths of others in order to serve them and allow them to reach their potential."