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Leadership Skills

Leadership skills are honed over a career, and they’re developed over a lifetime. As Kellogg Dean Sally Blount '92 wrote, the business community — and through it, the world — needs leaders who “deeply understand markets, [the markets'] connection to the public sector and the philosophical, cultural and social implications of business’ growing global influence.” In addition, leaders must realize that “markets, while highly efficient, are not fair, kind or wise.”

The most effective leaders are made, trained and tested, not born. Leaders understand that the health of their company extends well beyond the boardroom to employees, partners and, most importantly, the customer.

The leaders who oversee thriving organizations today and those who will do so in the future must have a thorough command of areas ranging from collaboration and negotiation to finance, strategy and data analytics. At minimum, they must have enough of a grasp of these topics to effectively manage the experts who report to them.

Kellogg’s expert faculty offers insight, research and training to help executives perform at their best and sharpen their leadership skills, from managing a small team to governing multinational corporations.

Use the Program Finder to sort and compare programs by:
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Leadership insights and guidance from Kellogg faculty

  • Darts in bullseye

    The Perfect Storm

    Take care when striving to be perfect. There is a big difference between embracing high standards and harboring a crippling desire for perfection.

  • Nature Made

    The nature of leadership constantly changes. Clear the path forward for you and your team by making bushwhacking part of your toolbox.

  • Risky Business

    Professor Sunil Chopra explains that there are two kinds of general supply-chain risk — recurrent and disruptive — and lays out how to manage them.

  • Leading in Uncertainty

    Just when you think you know what "normal" is, a new disruptor comes along. The good news is you can always develop your team to roll with the changes.

  • Leadership Philosophy

    A leadership philosophy creates a personal North Star for yourself—you always have something to guide you when you are unsure of where to go.

  • Depth Perception

    When seeking growth, bigger isn't always better. Sometimes going deep into a more attainable market is the right move.

  • Getting Personal

    Employers searching for employee commitment and performance are going to have to go beyond the basics and start getting personal.

  • Story Time

    Regardless of whether you intend to, your actions tell a story about your leadership. Are you telling yours the way you want to?

  • Culture Club

    Culture is critical to an organization's success. As a board member, you need to be apprised of how things are running when you're not in the building.

  • Team by Team

    When organizations send teams to executive-development programs, attendees are more likely to implement learnings than they would have if they'd flown solo.

  • Product Management

    Professor Mohan Sawhney breaks down what it takes to make successful product managers who are able to overcome challenges.

  • Sign Off

    Give your people blank checks—figuratively—and get out of their way so they can make big growth happen.

  • Less is More

    Companies don't become bogged down in complexity on purpose. Be aware of the risks so you can avoid overcomplicating your organization.

  • Emotional Takedown

    It's okay to have emotions, but they shouldn't affect your judgment. Take control so thinking wins out over feeling when making a decision.

  • Career Motivation

    You may have the skills to be successful in your position, but if you're in the wrong context you could face career derailment.

  • Three Key Things for New Leaders to Do

    You may be nervous to step into a new leadership role, but your team is nervous, too. Create a good first impression to win their support.

  • Advocate for Change

    Change advocates need sponsors in order to be successful. What do those who succeed have in common? They're influencers.

  • Pop the questions

    With the multitude of marketing technologies available, the best way to determine which ones are right for you are to ask the right questions.

  • Connect the dots

    To drive real growth with your marketing strategy, use the power of connections to link concepts and capabilities.

  • Coexistence is key

    Finding ways to coexist with ISS and Glass Lewis will allow your board to grow within their frameworks instead of resisting them.

Grow your skill set with Kellogg School of Management

  • Full-Time MBA

    Kellogg Fulltime MBA

    When it's time to step up, take charge of your leadership skills and potential with a Kellogg full-time MBA.

  • Executive MBA

    EMBA student

    The Kellogg Executive MBA: when you're ready to take your leadership skills to the next level

  • Executive Education

    Kellogg Executive Education

    Come out on top with our leadership and management programs, tailored to your level of experience.

Image credits: torbakhopper under a Creative Commons license, Paxson Woelber under a Creative Commons license, Keith McDuffee under a Creative Commons license, Angie Harms under a Creative Commons license,  Theodore Scott under a Creative Commons license,  Jesus Solana under a Creative Commons license, sari_dennise under a Creative Commons license, Tony Webster under a Creative Commons license, Leon Riskin under a Creative Commons license.

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