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The strong correlation between fair leadership and inspiring change

The strong correlation between fair leadership and inspiring change | Leadership | Scoop.it
A paper from Journal for Business Ethics suggests fairness in leadership is a powerful motivator inside and outside a company

Via Dr. Susan Bainbridge
Melissa Hartley's insight:

If a leader isn't perceived as fair, they will not get the buy-in from their people to spend discretionary effort on innovation and affecting change.

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Don Cloud's curator insight, October 8, 2013 8:45 PM

Integrity and strength of character are at the heart of leadership ... and a culture of "fairness" resonates across and outside of an organization.

Cath Daley's curator insight, October 9, 2013 8:16 AM

And I think fairness follows on automatically if you have integrity very high in your values, both personally and as accompany.fairness and integrity go hand in hand

Helena Gonçalves's curator insight, October 23, 2013 5:03 AM

Would you use "fair" to describe your leader?

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Rescooped by Melissa Hartley from Achieving Better Results by Developing Better Leaders and Employees
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Coaching an Employee Who Doesn’t Want Help

Coaching an Employee Who Doesn’t Want Help | Leadership | Scoop.it
Even star performers can shy away from advice.

Via Willis Smith
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Jerry Busone's curator insight, December 11, 2014 7:51 AM

Good insight and case studies on coaching resistent people

Rescooped by Melissa Hartley from Executive & Leadership Coaching for Performance
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How to Get Your Team to Coach Each Other

How to Get Your Team to Coach Each Other | Leadership | Scoop.it
A checklist of questions your peer-coaches should ask.

Via Willis Smith
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Scooped by Melissa Hartley
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Influencing Upward: How to "Lead Your Leaders" | Be Leaderly

Influencing Upward: How to "Lead Your Leaders" | Be Leaderly | Leadership | Scoop.it
RT @gwhiz_Glynis: RT @womensleadershp: Influencing upward: How to "lead your leaders" http://t.co/cUqxZ3eFv6 #leadership
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Rescooped by Melissa Hartley from Transformational Leadership
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Why All Managers Must Be Leaders

Why All Managers Must Be Leaders | Leadership | Scoop.it
“Anyone within an organization has the potential to become a leader, but managers must be leaders. In schools and in our organizations we have been taught and conditioned to believe that managers and leaders are two separate people which is quite a harmful assumption. As a result we have managers [...]”
Via Dr. Susan Bainbridge
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Laura Saavedra's curator insight, April 19, 2015 11:01 AM

I agree!

Ivon Prefontaine's curator insight, April 24, 2015 11:47 PM

The article echoes Peter Vaills work which suggests a concept called managerleader.

 

@ivon_ehd1

Ian Berry's curator insight, April 26, 2015 12:23 AM

I like this. I see though (and my work with clients is about this) in many places a going much further than this. I think both leadership and management are every person's role. The biggest shift happening in remarkable workplaces and a necessity in the new world of work is that people management is a dead concept. See my definitions of leadership and management that have stood the test for two decades at http://www.ianberry.biz/tailored-leadership-mastery-programs/

Rescooped by Melissa Hartley from Executive & Leadership Coaching for Performance
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You Can’t Be a Great Manager If You’re Not a Good Coach - Harvard Business Review

You Can’t Be a Great Manager If You’re Not a Good Coach - Harvard Business Review | Leadership | Scoop.it
The most important thing is having the right kinds of conversations.

Via Willis Smith
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Richard Lock's curator insight, July 29, 2014 9:18 AM

Engaging with people meaningfully makes a difference.

Rescooped by Melissa Hartley from The Heart of Leadership
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Why You Should Play on Your Strengths--Not Focus on Your Weaknesses - Lolly Daskal | Leadership and Personal Development

Why You Should Play on Your Strengths--Not Focus on Your Weaknesses - Lolly Daskal | Leadership and Personal Development | Leadership | Scoop.it
“ If you want to improve your leadership, you must learn what your strengths are and align yourself with them.”
Via Don Cloud
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Rescooped by Melissa Hartley from Good News For A Change
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9 Consultant Skills They Don't Teach You In Business School

9 Consultant Skills They Don't Teach You In Business School | Leadership | Scoop.it

In my 20 years as an international consultant, I’ve observed my colleagues in action: from the very predictable cohort of gray-suited analysts to the egotistical and colorful “friend” of the CEO.

And then, they are those who do great work.

 

These often discreet consultants share nine skills, not taught in business school, that separate the effective from the awesome.


Via The Learning Factor, Stepped Leader, Bobby Dillard
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The Learning Factor's curator insight, May 5, 2014 5:13 PM

Ways to deflect the divas, how to translate the blah blah blah--you won't find any of these tips in a college textbook.

Jean-Guy Frenette's curator insight, May 6, 2014 8:51 PM

ResoPDG

Rescooped by Melissa Hartley from Leading Choices
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What Does Your Vision Incite?

What Does Your Vision Incite? | Leadership | Scoop.it
What does your vision incite? Understanding what your vision incites will help understand if it will work for the long term or not. Does it incite action?

Via ThinDifference
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ThinDifference's curator insight, March 30, 2014 9:38 AM

There needs to be a checkpoint to vision on what it is inciting and this two by two matrix may help.

AlGonzalezinfo's curator insight, June 10, 2014 8:42 PM

Great scoop here via @wildresiliency.  


Totally agree with the following:


Vision is an essential element to making organizations work in meaningful ways but the work needs to be reinforced through the right cultural aspects.


The culture and vision blend:


  • Vision activates action but needs to be reinforced with the culture to incite the right behaviors.
  • Culture empowers people to create, solve, and grow all the while enabling the organization to achieve, build, and realize the vision of what is possible for customers and stakeholders.
  • Vision and culture need to be wrapped together in order to unbind the ability within each team member.


- See more at: http://www.thindifference.com/2014/03/26/vision-incite/#sthash.1lbKxRqR.dpuf

Rescooped by Melissa Hartley from LeadershipABC
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Racing Up the Ladder of Inference (Ed Batista)

Racing Up the Ladder of Inference (Ed Batista) | Leadership | Scoop.it
We're generally intelligent people...so why do we do such dumb things?One of the best ways to explain our counterproductive behavior is the Ladder of Inference. This elegant model was first developed by Chris Argyris, building on the work of S.I. Hayakawa and Alford Korzybski, and articulated further by William Isaacs and Rick Ross. Start at the bottom and work your way up.
Via Kenneth Mikkelsen
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Rescooped by Melissa Hartley from Surviving Leadership Chaos
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Checkmate - How to Become a Better Leader in Four Moves

Checkmate - How to Become a Better Leader in Four Moves | Leadership | Scoop.it
Whether you are in a management position or play a leadership role in your organization, the challenges remain the same. New leadership skills are required for the workplace of today and for the forseeable future.
Via donhornsby
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Rescooped by Melissa Hartley from LeadershipABC
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A giant passes. The greatness of Nelson Mandela challenges us all

A giant passes. The greatness of Nelson Mandela challenges us all | Leadership | Scoop.it
Brilliant work by The Economist. A display of Nelson Mandela's life and significance through videos, photos and written stories.
Via Kenneth Mikkelsen
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Rescooped by Melissa Hartley from Coaching Leaders
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Dear C-Suite: We Don’t Do Training Anymore

Dear C-Suite: We Don’t Do Training Anymore | Leadership | Scoop.it

In 2012, Peter Aceto, the President and CEO of ING DIRECT – a Canadian bank with 1.78 million customers and over $38 billion in assets – delivered a speech where he waxed lyrical about being a socialCEO. Two points come to mind from that speech. Early on in the talk, Peter said, “I believe we are at the confluence of two revolutions – a social revolution and a technology revolution.” He went on to say later in the speech, “How people work and make decisions is not new, however, technology and social networks has allowed this type of sharing to happen faster, with a broader group of people and outside of traditional boundaries.”


Via David Hain
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David Hain's curator insight, December 4, 2013 6:09 AM

Powerful assembly of arguments for organisations to review their learning programmes, via Dan Pontefract.

Rescooped by Melissa Hartley from Growing To Be A Better Communicator
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Nail Your Next Pitch In 60 Seconds

Nail Your Next Pitch In 60 Seconds | Leadership | Scoop.it
That's all the time you need to get to yes. Really.

Via Carolyn Williams, Bobby Dillard
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Bobby Dillard's curator insight, November 4, 2013 8:17 AM

An interesting technique that can be applied in many different communication settings.

Rescooped by Melissa Hartley from Achieving Better Results by Developing Better Leaders and Employees
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How Top-Ranked Companies Develop Leaders

How Top-Ranked Companies Develop Leaders | Leadership | Scoop.it
The most profitable companies know the CEO plays a critical role in whether leadership development affects the business.

Via Willis Smith
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Claude Emond's curator insight, May 10, 2015 8:44 AM

good discussion of the generational issues in developing leaders

Rescooped by Melissa Hartley from Executive & Leadership Coaching for Performance
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The Questions Good Coaches Ask

The Questions Good Coaches Ask | Leadership | Scoop.it
Make them open-ended.

Via Willis Smith
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Rescooped by Melissa Hartley from The Daily Leadership Scoop
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Action Learning Builds Agile Leaders - Chief Learning Officer

Action Learning Builds Agile Leaders - Chief Learning Officer | Leadership | Scoop.it
“ Teach rising leaders how to adapt to change and examine problems from diverse angles through question-based problem solving exercises.”
Via Margaret Driscoll, Learning Organization Librarian, Bobby Dillard
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Lisa McCarthy's curator insight, February 10, 2015 12:46 PM

Action learners live in shared leadership. They often strive to find a common understanding for problems, which gives them a shared purpose and orientation. They look for solutions that truly address the challenge without regard for the politically right answer. Experimenting and failing is no longer feared but embraced and seen as an opportunity to excel.

Rescooped by Melissa Hartley from Leadership, Management and EVOLVABILITY
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The Post-Capitalist Executive: An Interview with Peter F. Drucker

The Post-Capitalist Executive: An Interview with Peter F. Drucker | Leadership | Scoop.it

Long past the age of retirement, HBR’s most widely read author refuses to slow down.

For half a century, Peter F. Drucker, 83, has been teacher and adviser to senior managers in business, human service organizations, and government.

Sometimes called the godfather of modern management, he combines an acute understanding of socioeconomic forces with practical insights into how leaders can turn turbulence into opportunity.

With a rare gift for synthesis, Drucker nourishes his insatiable mind on a full range of intellectual disciplines, from Japanese art to network theory in higher mathematics. Yet, he learns most from in-depth conversations with clients and students: a global network of men and women who draw their ideas from action and act on ideas.

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HBR: Peter, you always bring ideas down to the gut level where people work and live. Now we need to know how managers can operate in the post-capitalist society.

Peter F. Drucker: You have to learn to manage in situations where you don’t have command authority...

Relatively co-related:

http://bit.ly/1z2pQ8T

Post ImagE: http://bit.ly/1D2mKDH


Via Mhd.Shadi Khudr
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Kenneth Mikkelsen's curator insight, February 1, 2015 2:27 PM

In this article from HBR's May 1993 edition, Peter F. Drucker elaborates on how managers can operate in the post-capitalist society.


There are, as usual (after all is is Peter Drucker), many interesting points in this interview. Here's a few: 


  • You have to learn to manage in situations where you don’t have command authority, where you are neither controlled nor controlling. That is the fundamental change. Management textbooks still talk mainly about managing subordinates. But you no longer evaluate an executive in terms of how many people report to him or her.

  • Corporations once built to last like pyramids are now more like tents. Tomorrow they’re gone or in turmoil. And this is true not only of companies in the headlines like Sears or GM or IBM. Technology is changing very quickly, as are markets and structures.

  • More than anything else, the individual has to take more responsibility for himself or herself, rather than depend on the company. In this country, and beginning in Europe and even Japan, you can’t expect that if you’ve worked for a company for 5 years you’ll be there when you retire 40 years from now. Nor can you expect that you will be able to do what you want to do at the company in 40 years time.

  • Taking individual responsibility and not depending on any particular company. Equally important is managing your own career. The stepladder is gone, and there’s not even the implied structure of an industry’s rope ladder. It’s more like vines, and you bring your own machete. You don’t know what you’ll be doing next, or whether you’ll work in a private office or one big amphitheater or even out of your home. You have to take responsibility for knowing yourself, so you can find the right jobs as you develop and as your family becomes a factor in your values and choices.

Mhd.Shadi Khudr's comment, February 2, 2015 1:45 PM
All the very best
Rescooped by Melissa Hartley from Executive & Leadership Coaching for Performance
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Coaching Your Employees

Coaching Your Employees | Leadership | Scoop.it
When you're swamped with your own work, how can you make time to coach your employees—and do it well? It's a common problem. But if you don't build your people's own skills and capabilities, they'l...

Via Willis Smith
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Rescooped by Melissa Hartley from LeadershipABC
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12 TED Talks on how to be a great leader

12 TED Talks on how to be a great leader | Leadership | Scoop.it

What makes a great leader? The ability to rule with an iron fist? Being well-liked? These TED speakers offer nuanced takes on how to inspire others to follow you.


Via Kenneth Mikkelsen
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Rescooped by Melissa Hartley from MBTI
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Type and Culture Model — Building the Life You Want

Type and Culture Model — Building the Life You Want | Leadership | Scoop.it
“ Type and Culture Model http://t.co/CDWaTT7mHd”;
Via Philip John Carter
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Rescooped by Melissa Hartley from The Daily Leadership Scoop
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Make this standard practice: Praise in Public, Coach in Private

Make this standard practice: Praise in Public, Coach in Private | Leadership | Scoop.it
Across a business career that now spans well over 27 years, I have had the chance to experience and learn a wide variety of lessons from a wide range of inspirations. In some instances it took me years to realize the power and impact of a key lesson (as described in a recent essay “Execution is THE Strategy) and in some situations I have been applying and sharing a lesson that I learned years ago, the source of which is now lost in the fog of time. Thus let me preface this essay to say that I am certain I owe the following idea to some historic boss, teacher, or peer and I officially apologize for not being able to more appropriately credit the source today.
Via Mike Klintworth, Bobby Dillard
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Rescooped by Melissa Hartley from The Daily Leadership Scoop
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Unlearning is a leadership skill

Unlearning is a leadership skill | Leadership | Scoop.it
Years ago in one of my first leadership roles, I was nervous about taking over a department that was new to me. I was seen as a strong manager but I knew that I had a steep learning curve ahead to understand the ins and outs of the work of the department. At the time I believed that I could not lead effectively if I did not know more about the day-to-day work than anyone else. I pored over reports, data, and manuals, attended endless meetings – and never asked questions of my team out of fear that they would see me as weak. I felt I had to know everything there was to know about our area – and that belief made the transition a lot harder than it needed to be.
Via John Lasschuit ®™, Bobby Dillard
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Rescooped by Melissa Hartley from Living Leadership
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The Best of Lead With Giants January 2014

The Best of Lead With Giants January 2014 | Leadership | Scoop.it
» The Best of Lead With Giants January 2014 | "…on the shoulder of giants." (RT @briansmithpld: The Best of Lead With Giants January 2014 http://t.co/hhbS1xCGZQ via @DanVForbes #management #leadership)...
Via Matthew Fritz
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Rescooped by Melissa Hartley from The Heart of Leadership
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Lessons in Leadership and Life from Nelson Mandela | Tolero Solutions

Lessons in Leadership and Life from Nelson Mandela | Tolero Solutions | Leadership | Scoop.it
“ How was Nelson Mandela able to lead and influence so many people? And how can you learn those leadership lessons to inspire people to do great things?”
Via Scott Span, MSOD, Don Cloud
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Rescooped by Melissa Hartley from Leadership & Organizational Development
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4 Coaching Skills Every Business Leader Should Master - Ivy Exec Blog

4 Coaching Skills Every Business Leader Should Master - Ivy Exec Blog | Leadership | Scoop.it

“ 4 Coaching Skills Every Leader Should Master http://t.co/vJDNX9gsgE MT @tmonsefburger @TatjanaKudla #leadership #humanbiz #yam”


Via Graeme Reid, Roy Sheneman, PhD, Andy Brough
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Don Cloud's curator insight, November 9, 2013 12:20 PM

Useful tips for any leader on how to have a real and empowering conversation with your people.