Simon Sinek has a simple but powerful model for inspirational leadership -- starting with a golden circle and the question "Why?" His examples include Apple, Martin Luther King, and the Wright brothers ...
Your company drafted a set of values for a reason. But as businesses grow and priorities shift, those values can become overlooked or even neglected. Our research found that only 42% of employees know their organization's visions, missions, and values.
Which is totally natural — so don’t sweat it. But if you want your business to grow in accordance to the organizational values you built it on, it’s important to take a step back every so often to see whether you’re sticking to what you set out to accomplish. No matter how close you are to doing that, you can improve by:
Mental health issues are one of the largest causes of workplace absence – and not recognising the signs can cause them to get worse. Dr Mark Winwood, Director of Psychological Services, AXA PPP healthcare, asks how organisations can prepare their managers to spot stress – and what to do next
In the last few years several theoretical models of organizational learning have been developed from the perspective of diverse disciplines. One of the most influential models is that of Crossan, Lane and White (1999), who believe that organizational learning occurs through four processes (intuiting, interpreting, integrating and institutionalizing) and in two ways: from the individual to the organization (feed forward) and from the organization to the individual (feedback). This model, however, attributes to intuiting (defined by the authors as “the preconscious recognition of the pattern and/or possibilities inherent in a personal stream of experience” p. 525) the whole explanation for individual learning, ignoring the influence of conscious learning processes. Zietsma, Winn, Branzei and Vertinsky (2002) introduce two modifications to the model: the process of attending and the process of experimenting. The value of their proposal lies in the recognition of the influence of a conscious process in learning, namely attention. Attending, however, is just one of the many processes that intervene in individual learning. Castaneda and Perez (2005) make a contribution to the original model of Crossan, Lane and White (1999) by redefining individual learning from the perspective of social cognitive theory as developed by Albert Bandura (1986). The result is an integration of human capabilities and learning sub-processes beyond mere intuition that excludes other cognitive processes and forms of conscious learning. Humans have the capacity for symbolization, forethought, learning through modeling, self-regulation and self-reflection. Individual conscious learning includes the process of attention; yet, at the same time (according to Bandura, 1986), it includes three other processes: retention, production and motivation. This paper presents an improvement proposal at the group level of the model, adding two conscious processes: conversation and social modeling. Finally, a case is described with examples of each of the new introduced processes, at the individual and group levels.
If you haven’t read the book Leadership BS: Fixing Workplaces and Careers One Truth at a Time, by Stanford business school professor Jeffrey Pfeffer, you are missing out. Pfeffer lambasts the leadership development industry — including business schools, human resource departments, authors, and leadership programs and coaches — for being clueless about the harsh political realities of the workplace, and for promoting behaviors that are aspirational rather than practical.
In a down-to-earth, take-no-prisoners manner, Pfeffer shares research and stories to back up his claim that leaders looking to advance their own careers should do the opposite of what most leadership experts tell them, and that “the qualities we actually select for and reward in most workplaces are precisely the ones that are unlikely to produce leaders who are good for employees or, for that matter, for long-term organizational performance.”
At a time of incredible social change, there is much talk about the leadership traits required to drive positive outcomes for humanity. But, inspired by Nelson Mandela’s legacy, we believe that the focus on leadership at this time of volatility and uncertainty is somewhat misplaced – the real challenge is to inspire humanity towards following a path to peace and prosperity for all.
And Mandela’s story provides insight into how building and sustaining a follower-driven movement can be achieved.
Where would we be without TED Talks? Since 1984, TED has worked to share ideas relating to technology, health, and management, among other things. Throughout the years, speakers like Al Gore, David Blaine, and Douglas Adams have given talks, ostensibly to help inspire others to improve their lives.
Here are 20 such talks that should inspire you to become a better leader:
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