Effective leadership in British business has been a subject with a global spotlight this week, given the ongoing issues and management mishaps within the boardroom of News Corps.

This excellent blog from Harvard Business Review has been one particular discussion piece which the team at Spring found particularly relevant and useful.

One paragraph stood out for us, highlighting an issue in essence which covers the whole subject of effective leadership in business with a simple directness that resonates with our team of leading performance coaches:

‘Most boards do a good job of evaluating their CEOs and senior leadership teams based on specific operating metrics. Unfortunately, these same boards often have very little process in place to judge the leadership style, daily behaviours, and cultural norms being established by their senior operating leadership.’

The point being, we feel, that leadership is both a group and individual exercise and concept – as we recently discussed here.

Leadership is – of course – highly personal and delivering an effective, productive and popular leadership style in a large corporate structure is a huge challenge for any CEO, senior manager or employee empowered with responsibility for others.

Hence the number of top business leaders routinely investing in performance coaching grows.  It’s now a minimum standard as they strive for competitive edge – Sir Richard Branson, [cliché alert!] represents one of the UK’s most popular examples of effective leadership in action. He also works with a coach – in particular around creative thinking and developing ideas.

Coincidence? We think not.  He’s always a step ahead of the game.

So, whilst much of the country – and indeed the world – are focused on the highly emotive issues around the leadership crises at News Corp, our interest lies in how senior managers there could improve their effectiveness. Now.