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Mary Barra's Leadership Legacy, GM

Mary Barra's Leadership Legacy, GM | GIBSIccURATION | Scoop.it
GM's new CEO, Mary Barra, is facing the ultimate crisis -- people died in GM's cars. She's meeting the awful problem with courage and honesty.
GIBS Information Centre / GIBSIC's insight:

Barra, leadership - 

  • Taking responsibility — Barra’s not wasting time saying “I’m not to blame for this horror,” even though she could take that approach quite legitimately. She’s admitting to the problem, owning it. It takes courage to be this honest and forthright. Barra is proving her courage.
  • Taking direct, focused action — She’s appointed a new safety boss for GM and made it extremely clear that he will get whatever he needs to make sure that GM cars are safe


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The 9 Ways Great Leaders Build Trust

The 9 Ways Great Leaders Build Trust | GIBSIccURATION | Scoop.it
When I started to pen this post trust was not on my mind. This was to be about establishing an innovation culture. So, here I sat at 4 a.m. befuddled. After all the rambling jargon with absurd theo...
GIBS Information Centre / GIBSIC's insight:

Leadership - "3. They operate with self-awareness. They pay attention to their words and actions, operating with self-alignment and behavioral integrity. They don’t commit what they can’t control, make promises they can’t keep, or fail to own their mistakes or shortcomings."

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Leading in the 21st century: An interview with Ford’s Alan Mulally - New from McKinsey & Company

Leading in the 21st century: An interview with Ford’s Alan Mulally  -  New from McKinsey & Company | GIBSIccURATION | Scoop.it
Ford was losing billions of dollars when Alan Mulally took the wheel, in 2006. Here, he reflects on his leadership style and his efforts to turn around the organization. This interview is part of our ongoing series on leading in the 21st century.
GIBS Information Centre / GIBSIC's insight:

Leadership style


"McKinsey: And how does the leadership style you described translate into your day-to-day work?

Alan Mulally: The first thing a leader does is facilitate connections between the organization and the outside world. You can only grow value and profits by 10 to 12 percent a year, which is what great companies do, if you satisfy customers better than the competition. Second, leaders hold themselves and their teams accountable for deciding, “What business are we in? What is the deep consumer need we are uniquely positioned to satisfy?” And finally, leaders are responsible for trying to articulate and model a set of behaviors.

One of the biggest parts of the leader’s job is reinforcing the processes we are using to meet our goals. Again, that is where the BPR comes in. It is more than a way of asking, “How are we doing?” It is asking, “How are we doing against the plan? What are the areas that need special attention? And then all through the year, what is our plan to improve our performance in the following year?”

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Henry Ford on Leadership

Henry Ford on Leadership | GIBSIccURATION | Scoop.it
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Lifelong learning
  • Education is not something to prepare you for life; it is a continuous part of life.
  • Anyone who stops learning is old, whether at twenty or eighty. Anyone who keeps learning stays young. The greatest thing in life is to keep your mind young.
  • All that I personally own of any value is my experience, and that cannot be taken away. One should not complain of having one’s fund of experience added to.
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Can Good Leadership Skills Be a Bad Thing?

Can Good Leadership Skills Be a Bad Thing? | GIBSIccURATION | Scoop.it
Every strength becomes a weakness when overused, so find the right balance.
GIBS Information Centre / GIBSIC's insight:

create a culture of   "Leaders need to create a culture of accountability, for example, but the question is how much do you need? You can have no accountability and get an organization that loses its best people and promotes an atmosphere of cynicism because poor performers are not dealt with or are even rewarded or leadership fails to follow through on commitments. By the same token, you can have too much accountability with leadership that micromanages, stifles creativity and doesn’t allow for mistakes.

A successful leader is the one who finds the optimal point along the continuum of accountability. That leader is Goldilocks finding the bed that is just right. That balance point can change based on the personal style of each leader and the unique circumstances in each organization. It isn’t one size fits all.

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World Class Leadership Skills / Business 2 Community

World Class Leadership Skills  /  Business 2 Community | GIBSIccURATION | Scoop.it
GIBS Information Centre / GIBSIC's insight:

Strategic and tactical skills  -

"Clearly if an individual is strong in both areas, then there is a huge benefit: the strategic thinking takes into consideration the tactical realities; and the tactical realities are driven by the importance of the strategic plan. This person is able to make decisions along the executional path without endangering the attainment of the final objective. Great leaders who have mastered both these areas of skill can be said to be of sterling quality, with the sterling silver cord joining the strategic and tactical skills consistently strong along its entire length.  -   Their leadership at any point along that cord is maximally effective. Typically individuals tend to have strength either on the strategic end (knowing what to do) or on the tactical end (knowing how to do it). As we move towards becoming world-class leaders – of sterling quality – our skills need to be developed so that they are equally strong in both areas, and everywhere in between."



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Developing Leadership Character - Ivey Business Journal

Developing Leadership Character - Ivey Business Journal | GIBSIccURATION | Scoop.it
The sum of virtues, values and traits equals good character, which, in addition to competence and commitment, is one of the 3 ingredients that make a leader
GIBS Information Centre / GIBSIC's insight:

Leadership-  "In assessing leaders at any level in an organization, we must always ask three questions:

  • Do they have the competencies to be a leader?  Do they have the knowledge, the understanding of key concepts, facts, and relationships that they need to do the job effectively?
  • Do they have the commitment to be a leader?  Yes, they aspire to be a leader, but are they prepared to do the hard work of leadership, engage with others in fulfilling the organizational mission, achieve the vision and deliver on the goals?
  • Do they have the character to be a good leader and strive to be an even better one?  Do they have the values, traits and virtues that others – shareholders, employees, customers, suppliers, regulators and the broader society within which they operate – will use to determine if they are good leaders?"
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Leadership Qualities – how close to the mark are you? (Infographic)

Leadership Qualities – how close to the mark are you? (Infographic) | GIBSIccURATION | Scoop.it

Via paulgreen
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Leadership

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