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Money 'can reduce trust' in groups

Money 'can reduce trust' in groups | DOORs to Leadership and Change | Scoop.it
In large groups money increases trust and co-operation between people, but in small groups it makes people less trustworthy, a study shows.
Eugene Fernandez's insight:

Interesting research for Leaders/Managers to think about when exploring Recognition and Reward based incentives. 'Recognising' and valuing an individuals contribution and generosity and being generous without the expectation of reciprocity, builds a deep sense of community. Leaders who focus exclusively on extrinsic 'Reward' systems in teams elicit some of the behaviours and outcomes discussed in the article.

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Is there Leadership in Management?

Is there Leadership in Management? | DOORs to Leadership and Change | Scoop.it
The Management in Leadership and The Leadership in ManagementI know this is well trodden ground and academia and the press are rife with arguments and debates about the difference between Leadership and Management and that we should not confuse one for the other.John Kotter in his article ‘Management is (still) not Leadership' states that it drives him crazy when people use the words Leadership and Management synonymously. He sees management as employing complex processes involving planning, bud
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Is your specialisation hindering your potential? 10 key strategies. | Eugene Fernandez | LinkedIn

Is your specialisation hindering your potential? 10 key strategies. | Eugene Fernandez | LinkedIn | DOORs to Leadership and Change | Scoop.it
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World Economic Situation and Prospects 2015

The World Economic Situation and Prospects (WESP) is the definitive report of the United Nations on the state of the world economy.
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9 Habits That Lead to Terrible Decisions

9 Habits That Lead to Terrible Decisions | DOORs to Leadership and Change | Scoop.it
And how you can avoid them.
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Business, society, and the future of capitalism | McKinsey & Company

Business, society, and the future of capitalism | McKinsey & Company | DOORs to Leadership and Change | Scoop.it
Unilever chief executive Paul Polman explains why capitalism must evolve, his company’s efforts to change, and how business leaders are critical to solving intractable problems. A McKinsey Quarterly article.
Eugene Fernandez's insight:

A great example of a shift in corporate consciousness by an industry leader. We need Leaders who think systemically, work more transparently and in partnership with others. The shift in emphasis from shareholder to employee to society expands the footprint and responsibility of business, holding it accountable in the long term for the manner in which it chooses to operate and exist.

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Leadership culture not the leader that makes the difference - FT.com

Leadership culture not the leader that makes the difference - FT.com | DOORs to Leadership and Change | Scoop.it
Groundbreaking research on serious accidents and disasters demonstrates a clear link between an organisation’s leadership culture and the likelihood of these events occurring. An organisation’s leadership culture can save lives or end them, wreck
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Adapting the Art of Strategy to Your World

Adapting the Art of Strategy to Your World | DOORs to Leadership and Change | Scoop.it
Strategy is almost always about how you choose to interact with and adapt
to your environment and market opportunities. The World Strategy Week
series of webinars this month offered quick insight into how much the art
of strategy is also adapting to today’s environment.
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Tower Issue 11: The new Silk Road - | UTS Alumni - Stay Connected

Tower Issue 11: The new Silk Road - | UTS Alumni - Stay Connected | DOORs to Leadership and Change | Scoop.it
Chinese students are also the largest cohort of international students in Australian higher education institutions, with 119,000 enrolled last year, accounting for more than 40 per cent. of international students in Australia. Also, according to the Department of Foreign Affairs and Trade, China is Australia’s second most significant source of tourists, with 709,000 Chinese holidaying here in 2013.

From China’s perspective, Australia is China’s second most important destination for outbound direct investment, just fractionally behind the US, with more than $57 billion of accumulated investment coming into Australia since 2005, according to a recent report on the topic by KPMG.
Eugene Fernandez's insight:

UTS has just opened the Australia China Relations Institute (ACRI), the first think-tank of its kind in the country. Trade between Australia and China in 2013 was a healthy 150billion. Chinese students are also the largest cohort of international students in Australian higher education institutions, with 119,000 enrolled last year, accounting for more than 40 per cent. of international students in Australia. Also, according to the Department of Foreign Affairs and Trade, China is Australia’s second most significant source of tourists, with 709,000 Chinese holidaying here in 2013.

From China’s perspective, Australia is China’s second most important destination for outbound direct investment, just fractionally behind the US, with more than $57 billion of accumulated investment coming into Australia since 2005, according to a recent report on the topic by KPMG.

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Executive Confidence Hurt by Lack of Leadership Development

Executive Confidence Hurt by Lack of Leadership Development | DOORs to Leadership and Change | Scoop.it
Deloitte just released new research which shows an astounding gap between what business executives say and what they do, and one of the biggest issues highlighted is a lack of focus on leadership development. A majority of America's top business leaders (66 percent of CXOs and 63 percent of CXOs in waiting, [...]
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The Values of “Insightfully Aware” Leaders

The Values of “Insightfully Aware” Leaders | DOORs to Leadership and Change | Scoop.it
Values are the principles and standards that motivate us in life. They are our basic convictions; our belief that tells us what is right, good, or...
Eugene Fernandez's insight:
Excellent article with additional links to help leaders to understand and hold more transparent conversations that delve into the deeper aspects of what motivates and drives us.Articulating and crystallising our values along with an openness to receive feedback about how others perceive our behaviours in action is critical to Leadership. 
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Eugene Fernandez's comment, November 1, 2014 7:21 AM
Cheers John, it is a good article.
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The Paradox of the Future 1

The Paradox of the Future 1 | DOORs to Leadership and Change | Scoop.it
The idea of the future as a paradox has emerged for me from the work of Bob De Wit and Ron Myers in their book Strategy Synthesis: Resolving Strategic Paradoxes to Create Competitive Advantage* whe...
Eugene Fernandez's insight:

Marre's two part blog on the Paradox of the Future provides an excellent overview of the key enablers of strategic foresight. Part one contrasts a futures oriented approach to conventional rational and logical based strategy. She comments that "The biggest issue in dealing with the paradox of the future is finding the time and resources to put thinking about the future at the core of strategy and to make it the default thinking mode at the organisation."

 

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NEUROSCIENCE AND LEADERSHIP: THE PROMISE OF INSIGHTS - Ivey Business Journal

Emerging findings in neuroscience research suggest why inspiring and supportive relationships are important -- they help activate openness to new ideas and a
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Monkey leaders have different brains

Monkey leaders have different brains | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

Interesting 'emerging' research about the different structure of monkey brains depending on their social pecking order. I use the word 'emerging' to show that any 'bit' of research based on neuroscience is a work in  progress - particularly given the liberal assumptions and inferences the author draws from the research. Gives added weight to the term 'Monkeying around' ha ha!

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What Air Crash Investigations Didn't Tell You About QF32 (Airbus A380)

What Air Crash Investigations Didn't Tell You About QF32 (Airbus A380) | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

An excellent real life Australian Case study. There are many layers to  the analysis including an expose of leadership at its most profound. Along with Collins Level 5 leadership, I'll add that this is a great example of Bass’s Transformational leadership through Captain de Crespigny’s living demonstration of moral and ethical leadership.

 

 

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The Most Successful Leaders Have No Followers | Karima Hana-Meksem, PhD | LinkedIn

The Most Successful Leaders Have No Followers | Karima Hana-Meksem, PhD | LinkedIn | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

This article speaks to the heart of leadership!

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Mindfulness and Leadership: Opening up to Possibilities - Integral Leadership Review

Mindfulness and Leadership: Opening up to Possibilities - Integral Leadership Review | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

One of the better articles on Mindfulness and Leadership, which is approached from a western scientific tradition as opposed to the more popular spiritual and contemplative tradition. I am a great fan of Ellen Langer’s work and draw on her vivid examples in many of my workshops. Don who I personally know is one of Australia’s outstanding authors and consultants in the areas of leadership and mindfulness.

Three key aspects of mindfulness are explored:
Alertness to multiple perspectives;
Active self-reappraisal; and
Attentiveness to our use of language.

The final section insightfully asks us to explore the fundamental question about 'What' Leadership is for and 'What' is its purpose.

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The Most Innovative Companies Have Long-Term Leadership - HBR

The Most Innovative Companies Have Long-Term Leadership - HBR | DOORs to Leadership and Change | Scoop.it
Follow the example of Apple, Amazon, and GE.
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The Trouble With Strategy | LinkedIn

The Trouble With Strategy | LinkedIn | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

Strategies Achilles heel has always been the distance that separates the dizzy heights of the executive and board with the reality of execution on the ground. It is not surprising that your data shows a continued disconnect with 81% of 'C suite' thinking that strategy is exceeding expectations whilst 48% are less optimistic. There are number of issues in my experience, firstly echoing Maree’s comment - strategy needs to follow a foresight and futures process that engages with the emergent and complex nature of the business and its environment. This in my experience does not happen to the level required. Strategy is also an iterative conversation that occurs within all corners of the business, its a mindset that balances working in the business and on the business. This can only occur if there is investment in relational building and real dialogue. Doing the above will help with alignment and execution. I also think that it is not an either or argument about agility. ‘Agility’ itself could be viewed as a strategy from a capability enhancement and capacity building (RBV) perspective.

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Build a change platform, not a change program | McKinsey & Company

Build a change platform, not a change program | McKinsey & Company | DOORs to Leadership and Change | Scoop.it
It’s not you, it’s your company. Management Innovation eXchange founders Gary Hamel and Michele Zanini believe that continuous improvement requires the creation of change platforms, rather than change programs ordained and implemented from the top. A McKinsey & Company article.
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Great leadership in short supply: the elephant in the room | LinkedIn

Great leadership in short supply: the elephant in the room | LinkedIn | DOORs to Leadership and Change | Scoop.it
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Ye gods: an efficient orchestra! | Henry Mintzberg

Ye gods: an efficient orchestra! | Henry Mintzberg | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

A great spoof on the quest for efficiency at all costs.

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Learn to ignore instructions from your inner ear - HR Future: South Africa's Leading Print, Digital and Online Human Strategy Magazine

Learn to ignore instructions from your inner ear - HR Future: South Africa's Leading Print, Digital and Online Human Strategy Magazine | DOORs to Leadership and Change | Scoop.it
Leaders, like pilots, need to learn to overcome certain messages when faced with difficult circumstances. By Jon Foster-Pedley
When a helicopter captain is hovering in a gale at night, over a lurching trawler
Eugene Fernandez's insight:

Excellent article - Demonstrating that all three characteristics -Ethos (spirit), Pathos (emotion) and Logos (logic) are important enablers for leadership practice.

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