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White Papers and Articles


Trends from SIOP's Leading Edge Consortium on Executive Coaching

Lisa Gordon, MDA Leadership's head of executive coaching, discusses key insights gained from attending SIOP's 13th Annual Leading Edge Consortium, "Innovations in Executive Coaching."

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Leadership, Culture, and Organizational Health: What’s Your Cat Hair?

It’s a wise and sobering exercise for organizational leaders to ask, “What is your cat hair?” Great leaders recognize these toxic elements and have the courage to remove them.

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Developing Those Who Lead Functions

Those who lead a function have arguably the greatest impact on organizational performance, yet organizations underinvest in their development. Research reveals the five roles required for success in leading a function and the development actions that can best support their development.

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Failing to Succeed as a Leader (Part 1)

Fearing failure and not recognizing its deep and enriching gifts may be our ultimate failure as leaders. Learn five practical strategies to embrace failure that not only allow you to develop individually, but improve relationships and transform workplaces.

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‘Is it me?’ Board refreshment begins with you

Just as boards need to regularly ask if they have the right mix of directors to meet current and long-term strategies, so too should individual directors determine and decide if their contributions add continuing value.

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Is Your Board Ready For Peer Evaluations?

While almost all public companies today conduct some form of board evaluation, individual evaluation of directors by their peers lags. A sound peer evaluation program can prove invaluable for board members, helping nurture their strengths, and further develop their oversight talents.

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The Executive Perspective on M&A

Mergers and Acquisitions (M&As) have been referred to as the ultimate change management challenge because of the complex and often stressful dynamics involved in integrating one company with another. To be successful, companies need to find suitable candidates for merger or acquisition that meet specific strategic, financial, legal, and operational criteria. In addition, most companies recognize the need to pay attention to the softer side of M&A activities, including determining whether HR and management practices are compatible, how employees can retained and motivated, and whether there is a "fit" between the cultures of the merging firms. Even in situations where there is a good business rationale for the integration of two firms, cultural differences and poor people practices can be significant factors leading to merger failure.

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