This is insights on my various readings & leaders, CXO discussions, which allowed me to identify seven basic behavioral patterns and essential skills most critical business leaders put forward in day to day workings
Commit to leadership first and everything else follows. one of the data research reveals that the highest performing CXOs are effective because they embrace the idea that everything they need to accomplish will be achieved through working with people and by people. They don't pay lip service to that idea. They live it. The build dream around it. They lead & other follow.
Lead differently than you think. A high-performing CXO is an incredibly complex and creative thinker. Yet when the time comes to lead, they don't rely on their superior "smarts" and analytical skills to come up with the best possible solution. They act collaboratively that is discuss with close super minds & critics gauge the response then lead on the path. This is a well thought vision & not a simple idea cooked over stray thinking.
Embrace Your Softer Side to build good listeners. Effective CXOs manage the paradox of gaining more influence by letting go of control and allowing themselves to be vulnerable. In turn, that vulnerability enables them to create deep, personal connections—connections that provide the ability to inspire people both inside and outside their organization. This also enables to create followers like devotees.
Build the Right Relationships to Drive the Right Results. This skill may not be surprising. High performing CXOs spend a greater percentage of their time and energy managing relationships that exist sideways: with internal peers, external suppliers, and customers. They purposely invest in horizontal relationships which form the foundation to drive extraordinary results.
Master Communication. The best CXOs know that their colleagues by first names—especially the people who work for them—are always watching. & calling by first name it's impressive. These executives understand they are always on stage. They take advantage of that situation by constantly reiterating core messages and values. Through their focus on clarity, consistency, authenticity, and passion, they make sure their message is not only understood but also felt. They want to communicate a feeling that compels people to take the right actions.
Inspire Others. In exchange for a regular paycheck, most people will give an adequate performance. But they will only give their best work if they believe they are involved in something greater than themselves. The best CXOs provide a compelling vision that connects people to how their enterprise wins in the marketplace and that their contributions are meaningful and valued.
Build People, Not Systems. By developing people all around them, these CXOs increase their capability and capacity to deliver results. They also know that leaving behind the next generation of leaders is the best thing they can do for the organization—it will be their lasting legacy.
Friends please let me know if you would like to add any thing & suggest any thing to make this better.

Better economic model to software project / product development

As agile methodologies are being adopted by increasing number of organizations, there is a greater need to understand its value. I am trying to gauge / attempt to understand the value of Agile Methodologies by introducing a new economic model. The early thinking processes suggest that uncertainty level has a strong effect of the level of process effectiveness. Lower level of uncertainty is associated with high levels of project effectiveness regardless the level of pre-committed project costs and project duration. When the level of uncertainty is high, the level of process effectiveness is low regardless of the level of pre-committed project costs and project duration; and, the process effectiveness declines at a fast rate with longer project duration and/or higher level of pre-committed project costs. Tools like Agile methodology's etc value-adding comes from its core values of effective communication, and starting from small for shorter duration. It is suitable for projects with high levels of uncertainty. In contrast, the plan driven approach, tends to increase project duration, pre-committed project costs and fails to reduce the level of uncertainty. It is only suitable for projects with low level of uncertainty. In addition to this a good resource plan with hierarchical mentoring across execution with low cost resources can save up to 40-55% of costs for nonexclusive domains & for exclusive domains Knowledge Management can save us in millions. Suggest your view /experiences let's keep this two way.