What can we learn about inspirational leadership from successful start-up companies? Conversely, what can failed corporations teach us?

Think about the inspirational leaders of Apple, Amazon and Southwest Airlines. You can probably name them: Steve Jobs and Steve Wozniak, Jeff Bezos, and Herb Kelleher.

Next, try to name the leaders of General Motors, TiVo and AOL during the same period. Some were good, but very few left a leadership legacy that was strong enough to ensure future success.

Hundreds of newly published business books attempt to define the qualities of great business leaders, while claiming that leadership can be learned. But can it? Why do CEOs at top-notch companies fail to provide truly inspirational leadership?

Apparently, leadership is not easily learned or practiced, even though myriad resources—from leadership development programs to executive coaches—exist.

The situation is truly puzzling: We know competition is fierce, and most candidates for senior leadership positions are highly qualified, experienced and deeply engaged in their work. Lousy bosses are commonly weeded out in the long run, and competent bosses are usually promoted. Why, then, do so many good managers lack the requisite leadership skills?

There are as many different formulas for leadership development as there are brands of cereals at your local supermarket.

One consultant suggests it is rare for leaders to start with “why,” but when they do, they inspire people to follow them with unprecedented loyalty and passion.

Here’s how leaders should start with why they believe in what they do.

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This is a brief synopsis of a 2000 & 1000-word article suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.

The complete 2,000 word article includes these important concepts:

• Leading with Why
• The Why of Apple
• Creating Loyalty
• Creating Dream Jobs
• The Brain Science of Inspiration
• The Shift from Why to How and What

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The No. 1 reason why most Americans leave their jobs is the feeling they’re not appreciated.

In fact, 65% of people surveyed said they received no recognition for good work in a previous year, according to Tom Rath and Donald O. Clifton, authors of How Full Is Your Bucket? Positive Strategies for Work and Life (2004).

According to newer Gallup research, what employees want most — along with competitive pay — is quality management. When they feel unappreciated and disapprove of their managers, they leave or stop trying.

Almost 25% of U.S. employees would fire their bosses if given the chance, and about 50% of actively disengaged workers would follow suit.

Because of current economic realities, people may not be leaving their jobs. Instead, they join the growing ranks of the disengaged and “missing in action.” It rests upon managers to learn better ways of interacting with the people on whom they depend.

Based on a great deal of previous research, positive managers practice these three leadership behaviors:

1. Use a strengths-based approach
2. Provide frequent recognition and encouragement
3. Maintain a positive perspective when difficulties arise

Past studies have shown these practices have a direct effect on employee engagement, and each is an observable and testable behavior.

None of these characteristics are innate, but all can be learned. Very few executives intuitively know:

1. How to work with people’s strengths
2. How to automatically give frequent credit where due
3. How to respond with your best game face when the going gets rough

This article examines the bottom line results of a positive, strengths-based approach to improving performance.

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This is a brief synopsis of a 2000 & 1000-word article suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.

The complete 2,000 word article includes these important concepts:

• 3 Steps to Positive Leadership
• A Strengths-Based Approach
• Focus on What Works
• The Problem-Seeking Mindset
• The Brain Power of Negativity
• When Things Go Wrong
• Positive Results

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Positive Leadership: Real Results, condensed version –