the ceo magazine, leadership qualities,
Paul J. Zak, PhD, Professor, Claremont Graduate University

Fear or love?  At the most basic level, these are a leader's choices when seeking to motivate followers. Most managers, perhaps due to some hangover from the eighteenth century, lead by fear because, well, it works. Fear may not be explicit, though some managers still scream and yell, but it is often implicit in the "do this or you're out" approach.

Today, we hear a lot about seemingly squishy leadership approaches like "empathy," "humanity" and even "love."  Many business leaders I know would be happy to be Mr. or Ms. Nice at work but they have a feeling that this leadership style is not going to get the job done.  Or, at least that has been the prevailing wisdom.

the ceo magazine, leadership skills,
Jeffrey McIntosh, CEO, Teabook

CEOs can be compared to tea leaves; you never know their strength until they’re dunked in hot water.

Not only that, CEO’s leadership skills must drive revenues, company growth, employee development and impact their communities and industry eco-systems. 

Which is why I’d like to give you a front row seat while I share my personal hot tea story:  how gaining understanding of the nuances of fine Chinese tea ended up teaching me the skills I need to lead my enterprise, while driving personal growth, commitment to social impact, and understanding of the importance of micro-enterprise and agriculture.  Plus, of course, an outsized and lifelong love of perfectly-brewed tea.

the ceo magazine, conscious leadership,
Ash Patel, CEO, Commercial Bank of California

Commercial Bank of California has achieved a record-breaking growth of 400 percent in just three years. The foundation for this growth comes from an atypical leadership style and our commitment to building an institution to which all stakeholders—employees, customers, executive management, investors and the community—are proud to be a part.

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