Leadership, Management and EVOLVABILITY
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Insights on ▲▼Leadership & Narcissism▲▼

Insights on ▲▼Leadership & Narcissism▲▼ | Leadership, Management and EVOLVABILITY | Scoop.it


In most circumstances, narcissism doesn’t go over well. We tend not to like individuals who exhibit arrogance or too much dominance or hostility—all traits associated with the narcissist. But there’s one big exception to the rule: leadership...

 

For some reason, when we rate narcissists on leadership qualities, we put them up there with the best, ranking them high on those attributes that we think make a good leader and happily putting responsibility into their hands.

 

And it actually kind of makes sense. Some of the same characteristics that signal good leadership—confidence, authority, dominance—also make for a narcissistic personality type. But is narcissism actually a good quality in a leader?

 

 

¿ Narcissistic leaders hinder information flow

 

¿ What is necessary for optimal decision results?

 

¿ The mark of a good leader

 

 

Perhaps it’s time to reassess what qualities we stress in a good leader—and what qualities we perceive as signs of weakness.

 

The gap between reality and perception is a persistent one – and one that leaves us with leaders who may look to be the picture of effectiveness but are actually the very things that are keeping true effectiveness from being fully realized...

 

What is Narcissism?

Narcissism is most often described as unhealthy and destructive…"narcissistic leadership can be driven by unyielding arrogance, self-absorption, and a personal egotistic need for power and admiration…

http://bit.ly/1zNS8W8

http://bit.ly/1AfPVla

 


Define Narcissistic Leadership?

Narcissistic leadership is a leadership style in which the leader is only interested in him/herself. Their priority is themselves - at the expense of their people/group members. This leader exhibits the characteristics of a narcissist: arrogance, dominance and hostility. It is a sufficiently common leadership style that it has acquired its own name...

http://bit.ly/1AfPVla

 


Tell me more about the narcissistic leader

Narcissistic leaders are those who are concerned only with their own self-actualisation, social standing and place in the world – they are self-absorbed and take actions to improve these factors, even if it’s at the expense of other people.

http://bit.ly/1th8jDT

 

¡ 10 Traits of Narcissistic Leaders

1. When leaders think others are there to serve them instead of vice versa. This reverses the principle in

2. When leaders want the perks of the ministry without the pain of the ministry. 

3. When leaders put their own needs before the needs of the organization they lead. 

 4. Leaders who are self-indulgent when it comes to the material things of this world. 

5. Leaders who look for close relationships with those who pander to them and avoid those that confront them. 

6. When leaders view people as objects to use for their own advantage

7. Leaders who are uninterested in other people’s problems. 

8. Leaders who rarely give in to other people’s ideas. 

9. Leaders who cannot have intimate emotional connections with close associates or their spouses. 

10. Narcissistic leaders are more vulnerable to sexual sins. 

http://bit.ly/1vp3s3s

 


Can Narcissistic leadership be toxic?

http://bit.ly/1voWdII

http://bit.ly/1HZv7Pj

 

Narcissistic leadership can be toxic to organisational success as decisions are made based on the individual’s own needs rather than those of the organisation. This damaging effect is more acute if the leaders are senior, as the types of decisions they make have more potential to hurt the organisation.

 

In corporate situations, narcissistic leaders will surround themselves with co-dependents who are used to help the narcissist achieve his or her agenda. Without these ‘cronies’ there may be too much organisational oversight for narcissistic leaders to be able to push forward with their own agenda.

http://bit.ly/1th8jDT

 

 

Ronald E. Riggio, Ph.D. asks, on Cutting-Edge Leadership, whether All Leaders are Narcissists!

 

Some leaders are clearly narcissists. Is narcissism good, bad, or neutral? 

http://bit.ly/1y3N4w5

 

 

 

Supportive: 

http://bit.ly/1dCul0v

http://bit.ly/1xvlOUD

http://abt.cm/1ztkG24

http://bit.ly/1HeaU9T

http://bit.ly/13GUbwU

 

>> On effectiveness, utility and success:

http://bit.ly/13GUic2

http://abt.cm/1ztkG24

http://huff.to/1g02Tal

 

 

 

Special:

Working with a Narcissistic Leader

The delicate dance of effectiveness amid ego, by James Patrick

http://bit.ly/13GTqnD

 

Also:  http://bit.ly/1HeePDL

 

But see: http://bit.ly/1Hef69L

 

 

The Incredible Pros, the Inevitable Cons

http://bit.ly/1svR4hF

 

 

Bonus: 

Grijalva et al. 2014 provide a very interesting Meta-Analytic  A Meta-Analytic Review of Linear and Nonlinear Relationships: Narcissism and Leadership.

http://bit.ly/1y3MgHL

 

Illinois professor of psychology Emily Grijalva and her research team analyzed past research studies on narcissism and its relationship to leadership to find that the most effective leaders have moderate levels of narcissism… Prof. Grijalva argues that Narcissism – to a point – can make a more effective leader, researchers find

http://bit.ly/KjJVRz

 

 

 

Ahaa! When good leaders turn bad: the dual face of narcissistic leadership

http://bit.ly/1x0G01Z

http://bit.ly/14aA4sd

 

 

Still the burning question is: Narcissistic Leadership: Good Over the Long Haul?

http://bit.ly/1xuO0tV

 

 

The Bonus of Bonuses in the spirit of the Weihnachten…

http://bit.ly/1EF3qit

 

 

Post ImagE: http://bit.ly/1x0GxAU


Mhd.Shadi Khudr's insight:

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Ricard Lloria's comment, December 30, 2014 2:00 PM
Have a happy new Year Mhd. Shadi. =)) Hugs
Ivon Prefontaine's curator insight, December 30, 2014 7:44 PM

In a narcissistic world and workplace, there can only be one person's way of doing things.

 

@ivon_ehd1

Mhd.Shadi Khudr's comment, January 2, 2015 8:40 AM
Ricard Lloria :) Thanks a lot. All the very best for you and your beloved ones.
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The Role of ‘Spiritual Intelligence’ in 21st Century Leadership

The Role of ‘Spiritual Intelligence’ in 21st Century Leadership | Leadership, Management and EVOLVABILITY | Scoop.it

 

Spiritual intelligence is the ability to access deeper meaning and multiple ways of knowing to see and solve or resolve the right problems.

 

Its attributes include: being fully present, operating out of values/purpose, asking the question behind the question, inviting diverse and conflicting views, integrating left and right brain responses into a whole brain approach and moving from “I” to “We.”

 

The term “spiritual intelligence”—abbreviated as SI or SQ is secular (not connected to religion).

 

One of our multiple intelligences, SQ is identified as integrating the other intelligences (which include intellectual quotient (IQ), emotional intelligence (EQ) etc.) to enable a whole-brain approach. Leaders who have developed their SQ transform organizations.

 

Besides seeing the whole of it, the definitions of SQ include accessing wisdom, awe, beauty, deeper meaning, higher purpose, goodness, truth, and exercising intuition, compassion and other attributes. While it is a long list that gets at the heart of human potential, it can seem too diffuse to get on leaders’ radar to cultivate.

 

.

.

 

The Seven Key Lessons of Spiritual Intelligence in Leadership <<

 

1 Believe In Your True Value and Worth Our True Self...

2 Know Your Security Is Within You Our True Self...

3 The Power of Your Intuited Wisdom As our True Self...

4 The Value of Deep Faith...

5 Right Intention…

6 Letting Your Light Shine...

7 The First Among Equals...

 

 

Supportive

Spiritual Intelligence in Leadership by Sarah Alexander <{

 

Sarah has written a book that provides a completely different approach to leadership. It focuses on our inner foundations that are essential to effective management and leadership, and she divides the topic into seven key principles that constitute the structure of the book.

 

She teaches the reader how to quieten their mind and listen to their intuitional guidance – that little, often suppressed voice within that I've definitely kicked myself for not listening to in the past. Her contributions were both thought provoking, insightful, and provided a clear path to becoming a leader within both our personal life and our professional career.

 

More <<

 

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The Most Important Leadership Competencies, According to Leaders Around the World

The Most Important Leadership Competencies, According to Leaders Around the World | Leadership, Management and EVOLVABILITY | Scoop.it

 

They’re all hard to improve because they run counter to our instincts

 

What makes an effective leader?

This question is a focus of my research as an organizational scientist, executive coach, and leadership development consultant. Looking for answers, I recently completed the first round of a study of 195 leaders in 15 countries over 30 global organizations.

 

Participants were asked to choose the 15 most important leadership competencies from a list of 74. I’ve grouped the top ones into five major themes that suggest a set of priorities for leaders and leadership development programs.

 

While some may not surprise you, they’re all difficult to master, in part because improving them requires acting against our nature...

 

Demonstrates strong ethics and provides a sense of safety...

This theme combines two of the three most highly rated attributes: “high ethical and moral standards” (67% selected it as one of the most important) and “communicating clear expectations” (56%).

 

Empowers others to self-organize...

Providing clear direction while allowing employees to organize their own time and work was identified as the next most important leadership competency.

 

Fosters a sense of connection and belonging...

Leaders who “communicate often and openly” (competency #6) and “create a feeling of succeeding and failing together as a pack” (#8) build a strong foundation for connection.

 

Shows openness to new ideas and fosters...

What do “flexibility to change opinions” (competency #4), “being open to new ideas and approaches” (#7), and “provides safety for trial and error” (#10) have in common? If a leader has these strengths, they encourage learning; if they don’t, they risk stifling it.

 

Nurtures growth...

“Being committed to my ongoing training” (competency #5) and “helping me grow into a next-generation leader” (#9) make up the final category.

 

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From Tactics to Strategy

From Tactics to Strategy | Leadership, Management and EVOLVABILITY | Scoop.it
 
Goals
  • To help participants move from thinking tactically to strategically;
  • Introduction of a cognitive framework;
  • Consideration of the values of different tactics as they fit within a larger strategy.
 
Time

1.5 hours

 

How to Lead

As activists, many of us love tactics! So here's a tool which uses that to help us think about overall strategy more effectively.

 
TWO METHODS
METHOD 1: Mingling
Debrief.
 
METHOD 2: Brainstorm Tactics
Debrief 
 
Where This Tool Comes From
George Lakey, Training for Change, originally in Holland at an international nonviolence trainers conference in 1992.

 

 

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Leading with Strategic Thinking: 4 ways effective leaders gain insight, drive change & get results

 

In this video series, Aaron Olson, co-author of "LEADING WITH STRATEGIC THINKING: 4 ways effective leaders gain insight, drive change & get results" have an engaging conversation on how disruptive forces are sweeping through nearly every industry, placing heightened importance on both strategy and leadership.

 

Strategy is critical to ensure that businesses navigate a changing competitive landscape. Leadership is necessary to rally teams and seize these opportunities.

This challenge requires a different type of leadership - one less focused on a university set of leadership qualities and more focused on the ability to adapt one’s leadership to fit each unique situation.

 

The best leaders are clear about both what they are trying to achieve and how to lead in a specific way tailored to what they are trying to accomplish...

 

 

Leading with Strategic ThinkingFour Ways Effective Leaders Gain Insight, Drive Change, and Get Results... The Book 

 
☕ Insights

 

 

 

Book Review

 

Mhd.Shadi Khudr's insight:

"Becoming a strategic leader isn’t about mimicking an icon. The most effective leaders seize opportunity in a way that consciously integrates environmental requirements, stakeholder expectations, and personal ability.

 

Leading with Strategic Thinkingshows what these leaders do, and gives anyone the tools to be a more strategic leader."__ URL

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Leadership without Leaders?

Leadership without Leaders? | Leadership, Management and EVOLVABILITY | Scoop.it


The Internet has been ascribed a prominent role in collective action, particularly with widespread use of social media. But most mobilisations fail.


We investigate the characteristics of those few mobilisations that succeed and hypothesise that the presence of ‘starters’ with low thresholds for joining will determine whether a mobilisation achieves success, as suggested by threshold models.


We use experimental data from public good games to identify personality types associated with willingness to start in collective action.


 We find a significant association between both extraversion and internal locus of control, and willingness to start, while agreeableness is associated with a tendency to follow.


Rounds without at least a minimum level of extraversion among the participants are unlikely to be funded, providing some support for the hypothesis. eprints.ncrm.ac.uk/2829/


Grand Bonus 

 


What is Collective action?

Collective action refers to action taken together by a group of people whose goal is to enhance their status and achieve a common objective. It is enacted by a representative of the group. It is a term that has formulations and theories in many areas of the social sciences including psychology, sociology, anthropology, political science and economics. More Info



Grand Bonus  

The Logic of Collective Action



⚫ Further Insight

Institutions Without Leaders: The Hong Kong Chinese View of Political Leadership



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Powerful Ways To Mold Your Children Into Leaders

Powerful Ways To Mold Your Children Into Leaders | Leadership, Management and EVOLVABILITY | Scoop.it


"Whether they spend the bulk of their days in the mailroom or the corner office, we want our children to grow to be courageous, passionate and authentic. We want their actions to inspire other people to be their best, to get more out of life than they ever thought possible."

                                                                              __Travis Bradberry



 Focus on the actions below, and you’ll build leadership in your children and yourself:


 Model Emotional Intelligence (EQ)

EQ is one of the biggest drivers of success in leadership positions.... Children who develop a high level of EQ carry these skills into adulthood, and this gives them a leg up in leadership and in life.



 Don’t Obsess About Achievement

Simply put, the best leaders surround themselves with great people because they know they can’t do it alone....



 Don’t Praise Too Much

Always show your children how proud you are of their passion and effort; just don’t paint them as superstars when you know it isn’t true...



 Allow Them To Experience Risk And Failure

The road to success is paved with failure. When you try to shield your children from failure in order to boost their self-esteem, they have trouble tolerating the failure required to succeed as a leader. Don’t rub their face in it either.


Children need your support when they fail. They need to know you care. ....That, right there, is solid character building for future leaders.



 Say No

Saying no to your children will disappoint them momentarily, but they’ll get over that. They’ll never get over being spoiled.



 Let Children Solve Their Own Problems

There’s a certain self-sufficiency that comes with being a leader. When you’re the one making the calls, you should also be the one who needs to stay behind and clean up the mess these create. When parents constantly solve their children’s problems for them, children never develop the critical ability to stand on their own two feet.


Children who always have someone swooping in to rescue them and clean up their mess spend their whole lives waiting for this to happen. Leaders take action. They take charge. They’re responsible and accountable. Make certain your children are as well.



 Walk Your Talk

To be authentic, you must be honest in all things, not just in what you say and do but also in who you are. When you walk your talk, your words and actions will align with who you claim to be. Your children will see this and aspire to do the same.


 Show You’re Human

To develop as leaders, children need to know that the people they look up to aren’t infallible. Leaders must be able to process their mistakes, learn from them, and move forward to be better people.


Children can’t do this when they’re overcome by guilt. They need someone—a real, vulnerable person—to teach them how to process mistakes and to learn from them. When you show them how you’ve done this in the past, you’re doing just that.



 Bringing It All Together

We can mold our children into leaders, but only if we work at it. Few things in life are as worth your time and effort as this.



Supportive 


>>> BONUS




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Naturally Selected: Why Some People Lead, Why Others Follow, and Why It Matters ❂

Naturally Selected: Why Some People Lead, Why Others Follow, and Why It Matters ❂ | Leadership, Management and EVOLVABILITY | Scoop.it


A groundbreaking and definitive work of evolutionary psychology that upends everything we thought we knew about leadershipWe are all leaders or followers—or both—and we can recognize leadership in almost every area of life.


But what makes a good, bad, or even outstanding leader?

Fusing psychology, business, evolutionary biology, and current affairs,...


Naturally Selected examines the evolution of leadership over several million years, from birds and bees to apes and humans, and presents a compelling new hypothesis:

the slow pace of evolution has resulted in a mismatch between modern leadership and the kind of leadership for which our Stone Age brains are wired.

 

Grounded in rigorous academic scholarship, written with journalistic flair, and full of fascinating examples drawn from politics, commerce, sports, and culture, this extraordinary, eye-opening book explains:

why tall presidential candidates usually beat short ones
why great athletes often make lousy managers
why we don't like working for huge companies
why women chief executives attract hostility
why middle managers are universally reviled


In doing so, Naturally Selected reveals how the psychology of leadership affects us all—and how we can change our lives by improving the ways we lead and follow.

 

  

 Book Review 1

     Book Review 2

 Book Review 3



>> Now on Amazon for $ 1.61


 

✺More on Mark van Vugt 

URL 1     URL 2 


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▒ Situational Leadership®


"A situational leader is anybody anywhere recognizes that influencing behavior is not an event but a process... The situational leader  is concerned about people... concerned about results and behaves in a manner where everybody wins"

                                 __Dr Paul Hersey  



The Hersey-Blanchard Situational Leadership® Theory

  • Created by Dr Paul Hersey, a professor and author of "The Situational Leader," and Ken Blanchard, author of the best selling "One-Minute Manager," among others.


  • The theory states that instead of using just one style, successful leaders should change their leadership styles based on the maturity of the people they're leading and the details of the task. 
  • Using this theory, leaders should be able to place more or less emphasis on the task, and more or less emphasis on the relationships with the people they're leading, depending on what's needed to get the job done successfully.

http://bit.ly/1oOrqUC




► Leadership Styles

  • Telling (S1) – Leaders tell their people what to do and how to do it.
  • Selling (S2) – Leaders provide information and direction, but there's more communication with followers...
  • Participating (S3) – Leaders focus more on the relationship and less on direction...
  • Delegating (S4) – Leaders pass most of the responsibility onto the follower or group...



 Maturity Levels

... knowing when to use each style is largely dependent on the maturity of the person or group you're leading.  Hersey and Blanchard break maturity down into four different levels:

  • M1 – People at this level of maturity are at the bottom level of the scale...
  • M2 – at this level, followers might be willing to work on the task, but they still don't have the skills to complete it successfully.
  • M3 – Here, followers are ready and willing to help with the task...
  • M4 – These followers are able to work on their own...

The Hersey-Blanchard model maps each leadership style to each maturity level, as shown below.

http://bit.ly/1oOrqUC




Pro's

  • The simplicity of the theory makes it easy to apply.
  • The theory has simple scales that a leader can use to give a "thumb in the wind" assessment of what leadership style to use.
  • Maturity and competence of the group are often overlooked factors in good leadership and it helps to focus on these.

Con's

  • The theory may not be applicable to managers as administrators or those with limited power but in structurally in a leadership position.
  • There are situations in which the theory may be less applicable such as those involving time constraints and task complexity.
  • Testing of the theory doesn't seem to bear out the predictions

http://bit.ly/1Fv0pyt



More on the model:

http://bit.ly/1Fcxnky

http://bit.ly/1Pa87DR



Supportive Resources: 

http://bit.ly/1D7wdd3

http://bit.ly/1HCMV3K

http://bit.ly/1D7u1ST

http://bit.ly/19V0DU5

http://bit.ly/1CqmnOG

http://bit.ly/1GyKssw

http://bit.ly/1Pa7g5Q

http://bit.ly/19V0KPH

http://bit.ly/1DNRXvr


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MyKLogica's curator insight, April 6, 2015 12:01 PM

Quien mejor para hablar del proceso que se desarrolla con el Liderazgo Situacional, que uno de sus creadores.

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The Tao of Leadership


The Tao of Leadership is an invaluable tool for anyone in a position of leadership.

This book provides the most simple and clear advice on how to be the very best kind of leader: be faithful, trust the process, pay attention, and inspire others to become their own leaders. Heider's book is a blend of practical insight and profound wisdom, offering inspiration and advice.


In the fifth century B.C., the Chinese sage Lao Tzu set down the laws of effective leadership that he had discovered after years of meditation and careful observation.


He called his invaluable teachingTao Te Ching, which translates as 'The Book of How Things Happen', and addressed it to the wisest, most powerful leaders of his day.


Knowing how things happen gives the leader more power and ability than all the degrees and titles the world can offer. 


The principles within this program are for anyone who aspires to leadership, whether in business, politics, government, school, church or family.


Through a combination of excerpts from the Tao Te Ching, juxtaposed with contemporary examples that illuminate the quotations, The Tao of Leadershipinstructs listeners in the art of governing through the skillful management of human resources. 

Now the book on Amazon for 0.01 $ (:

http://amzn.to/1bafvyC



Bonus I:

http://bit.ly/1PSzZLX



Bonus II:

Eating the menu rather than the dinner:
Tao and Leadership http://bit.ly/1EjmfVo


Book Review:

http://bit.ly/1P2LHBr



Bonus III:

Principles of Leadership: Excerpts from The Tao of Leadership By John Heider  http://bit.ly/1QF4y9m



Supportive: 

http://bit.ly/1bzZMJJ

http://bit.ly/1PSzZLX

http://bit.ly/1Ijybth



Useful: 

Surveillance and the Tao of leadership: a perspective from the United States. http://1.usa.gov/1EjlR9w


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Mhd.Shadi Khudr's comment, April 29, 2015 9:22 AM
Kindest regards to John Lasschuit ®™ and Ricard Lloria.
Ricard Lloria's comment, May 4, 2015 2:36 PM
You´re always Wellcome Mhd. Shadi, Have a great Week to you and John. Hugs
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Ethics and Leadership in Times of Chaos


Jean was employed by the Canadian Red Cross for over 25 years before joining RRU last March.


She began her involvement with disaster response 20 years ago with the Edmonton Tornado.


She returned in the spring of 2007 from a two year posting in Indonesia, as the Country Representative for the Canadian Red Cross tsunami program.


Working with some of the worst tsunami affected areas, Jean lead a team of over 120 people to improve the living conditions of those displaced by the tsunami, and provide safe permanent housing and other supports, enabling the return of over 15,000 beneficiaries to 30 villages in Aceh, Indonesia.



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Mhd.Shadi Khudr's comment, June 10, 2014 8:34 AM
Kind regards
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President Ronald Reagan's insights on the 'Alien'


President Ronald Reagan mentions Alien Threat at Fallston, UN & National Strategy Forum...


Please, regard and contemplate the essence and crux of the message. 


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The 100th Monkey Effect and the Law of Critical Mass


"If you ever doubt if one person can make a difference, just remember this clip."



What is the 100th Monkey Effect all about?

http://bit.ly/1C4mnrL

http://bit.ly/15syUbz

http://bit.ly/1DYZXKs



Highly Supportive: 

http://bit.ly/1yGwLGF

http://bit.ly/1sWiQcU

http://bit.ly/154Fa8Q

http://linkd.in/1BAd9V4



An unexpected Bonus in passing: 

http://bit.ly/15t0VjY


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"A Case for Developing Spiritual Intelligence in Leaders through Equine" 

"A Case for Developing Spiritual Intelligence in Leaders through Equine"  | Leadership, Management and EVOLVABILITY | Scoop.it

 

Unpredictable circumstances, growing stresses in an ever-increasing global market, and ubiquitous ennui have left organizations and today’s leaders in government, industry, and academia without the necessary tools to transition to change in a principled manner.

 

The authors explain that the development and maintenance of genuine leadership skills — adaptive to the dictates of the modern world — must be borne from one’s inner self, a retreat to spirituality.

 

One available method of achieving this is through Equine Facilitated Experiential Learning (EFEL), a technique whereby leaders develop critical management skills by working with horses...

 

Supportive 1

 

Supportive 2

 

 

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Ivon Prefontaine's curator insight, February 22, 4:40 PM
Leading from a values based place is essential. Too often though, we think of values as placing a value on something. In truth, values (in French valoir) is a place of strength and courage to act and speak properly.
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Spiritual Intelligence in Emerging Leadership 

Spiritual Intelligence in Emerging Leadership  | Leadership, Management and EVOLVABILITY | Scoop.it

 

 

“I think the greatest discovery will be made along spiritual lines. Here is a force which history clearly teaches has been the greatest power in the development of men. Yet we have merely been playing with it and have never seriously studied it as we have the physical forces.

 

Someday, people will learn that material things do not bring happiness and are of little use in the making men and women creative and powerful. Then the scientists of the world will turn their laboratories over to the study of God and prayer and the spiritual forces, which as of yet have hardly been scratched. When this day comes, the world will see more advancement in one generation than it has seen in the past four.”__Charles P. Steinmetz >>>

 

 

Spiritual Quotient (SQ) is in the realm of self-awareness and self-mastery, meaning and purpose, transcendence and expansion of consciousness. It is SQ that enables the evolution of consciousness.

 

 

The Warrior’s Way for the Spiritually Intelligent Leader
The concept of the ‘warrior’ may seem like emerging from the violence of war, but quite the contrary. The tradition of such usage may be dated back to the preparatory in Samurai traditions, where according to John Scherer (2009), “It was not about fighting (that was a last resort) but more of the practices that went into the training, preparation and sustaining of the warrior as an alive, aware and compassionate human being.” Samuel Widmer (2010) describes thus:

 

”The warrior is not a soldier. The soldier’s dependency on authority and his absolute obedience are totally alien to him. His battle is not the war with enmity or allegiance; his battle is a battle with himself, with the Self that he is attempting to conquer to find total freedom. His battle is a struggle for unity. In this he stands totally alone. The warrior knows that he cannot change himself; yet, he attempts to do so tenaciously. His final reward is not the change, but the flux which results from the creation of his tenacity; an energy that changes everything.”
 

The authors here try to outline the armoury of the ‘warrior’ mode in leaders from a relevant distillation of literature and experience. We lay them as distinct attributes below.

 

  1. Compassionate pursuit...
  2. Conquering fears...
  3. Conviction in solitude...
  4. Deep connectedness and meaning....
  5. Spontaneity in expression... 
  6. Vulnerability...
  7. Resilience... 
  8. Endurance...

 

Spiritually intelligent leaders with warrior like qualities exemplify respect for laws of nature. The new way of living, leading and relating pave the way for a mindful future that may enable sustainability for our coming generations and the planet...

 

 

Supportive

 

 

Bonus

Spiritual Intelligence in Leadership Development***

 

Bonus of Bonuses

Spiritual Intelligence: The Ultimate Intelligence by Danah Zohar

 

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10 Principles of Change Management

10 Principles of Change Management | Leadership, Management and EVOLVABILITY | Scoop.it

 

Way back when (pick your date), senior executives in large companies had a simple goal for themselves and their organizations: stability.

 

Shareholders wanted little more than predictable earnings growth. Because so many markets were either closed or undeveloped, leaders could deliver on those expectations through annual exercises that offered only modest modifications to the strategic plan.

 

Prices stayed in check; people stayed in their jobs; life was good.

 

Market transparency, labor mobility, global capital flows, and instantaneous communications have blown that comfortable scenario to smithereens. In most industries — and in almost all companies, from giants on down — heightened global competition has concentrated management’s collective mind on something that, in the past, it happily avoided: change.

 

Successful companies, as Harvard Business School professor Rosabeth Moss Kanter told s+b in 1999, develop “a culture that just keeps moving all the time.”

 

No single methodology fits every company, but there is a set of practices, tools, and techniques that can be adapted to a variety of situations.

 

What follows is a “Top 10” list of guiding principles for change management. Using these as a systematic, comprehensive framework, executives can understand what to expect, how to manage their own personal change, and how to engage the entire organization in the process.

 

1. Address the “human side” systematically. Any significant transformation creates “people issues.” New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant...

 

2. Start at the top. Because change is inherently unsettling for people at all levels of an organization, when it is on the horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction...

 

3. Involve every layer. As transformation programs progress from defining strategy and setting targets to design and implementation, they affect different levels of the organization...

 

 4. Make the formal case. Individuals are inherently rational and will question to what extent change is needed, whether the company is headed in the right direction, and whether they want to commit personally to making change happen. They will look to the leadership for answers...

 

5. Create ownership. Leaders of large change programs must overperform during the transformation and be the zealots who create a critical mass among the work force in favor of change...

 

6. Communicate the message. Too often, change leaders make the mistake of believing that others understand the issues, feel the need to change, and see the new direction as clearly as they do. The best change programs reinforce core messages through regular, timely advice that is both inspirational and practicable...

 

 7. Assess the cultural landscape. Successful change programs pick up speed and intensity as they cascade down, making it critically important that leaders understand and account for culture and behaviors at each level of the organization...
 

8. Address culture explicitly. Once the culture is understood, it should be addressed as thoroughly as any other area in a change program. Leaders should be explicit about the culture and underlying behaviors that will best support the new way of doing business, and find opportunities to model and reward those behaviors. This requires developing a baseline, defining an explicit end-state or desired culture, and devising detailed plans to make the transition...

 

9. Prepare for the unexpected. No change program goes completely according to plan. People react in unexpected ways; areas of anticipated resistance fall away; and the external environment shifts....

 

10. Speak to the individual. Change is both an institutional journey and a very personal one. People spend many hours each week at work; many think of their colleagues as a second family. Individuals (or teams of individuals) need to know how their work will change, what is expected of them during and after the change program, how they will be measured, and what success or failure will mean for them and those around them....

 

Most leaders contemplating change know that people matter. It is all too tempting, however, to dwell on the plans and processes, which don’t talk back and don’t respond emotionally, rather than face up to the more difficult and more critical human issues. But mastering the “soft” side of change management needn’t be a mystery.

 

 

Bonus

10 Principles of Leading Change Management  

 

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Managing Risk: Why did the chicken cross the road?

 

When his 5-year-old nephew asked him what his job was, Derrick Li was initially stumped for a response the boy could understand.

 

An age-old joke proved to be the perfect analogy to explain the concept of Enterprise Risk Management.

 

 

                                 

                                          Anti-Joke!?            

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░░░░░░░████░░░░░░░████░░░░░░░
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                       For the greater good?

                     

 

 

One might argue it is all about the Poultry Integration Model  (PIM)

                                                                                             

 

"To return to God.” St. Augustine might say

 

 

What if it was because  the “Taxes were lower on the other side”?

                                   ↝

 

Although it was deemed appropriate at the time, people will forever question whether it was correct for the chicken to cross the road. Robert Oppenheimer's style  

 

 

Bonus ⇇

 

Wiki  

 

 

Post Image

 

Mhd.Shadi Khudr's insight:

"The question is not "Why did the chicken cross the road?" but is rather "Who was crossing the road at the same time and who did we overlook in our haste to observe the chicken crossing?""

 

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9 Ways To Share Your Strategic Thinking Skills With Your Team

9 Ways To Share Your Strategic Thinking Skills With Your Team | Leadership, Management and EVOLVABILITY | Scoop.it

 

You already have the tools you need to help your team succeed your strategic thinking skills. Here's how to put them to use.

 

Here is a checklist from a panel of brilliant minds for what you and your team can do now to raise their strategic thinking capacity:

❂ YOUR PEOPLE

1. Connect your people with what matters....

2. Focus on competencies not job skills....

3. Build them with projects they don’t keep...

 

THE TEAM'S PRACTICES

4. Create think time. Every expert acknowledged the tension between day-to-day demands and time to think...

 

5. Put up the periscope. A critical habit of highly strategic teams is  "putting up your periscope." ...

6. Avoid outsourcing your thinking. The quick fix to solving strategic challenges is to bring in outside consultants...

 

THE RIGHT TOOLS

Finally, you want to arm your people with the right tools to perform the practices. They key is to give them clarity.

7. The North Star. As Jessica Amortegui, director of global talent development at VMware told: "The formal top-down approach where strategy is rolled down to execute no longer works in this [fast-paced] environment." ...

 

8. The winning formula. Gerber advocates that finding a repeatable formula produces predictable results, the way McDonald’s has a proven operating manual for a successful restaurant...

 

9. The vocabulary. The words you use are tools that will shape your organization...

 

 

┣ Supportive

┣┣ Fostering Strategic Thinking

 

┣┣┣ 3 Essential Steps to Thinking Strategically

 

 

Post Image

  

 

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Cooperation vs. Collaboration

Cooperation vs. Collaboration | Leadership, Management and EVOLVABILITY | Scoop.it


Everyone seems to agree that collaboration across functions is critical for major projects and initiatives.


The reality, however, is that meshing the skills and resources of different departments, each focused on its own distinct targets, to achieve a larger organizational goal is much easier said than done.


In fact, it takes much more than people being willing to get together, share information, and cooperate.


It more importantly involves making tough decisions and trade-offs about what and what not to do, in order to adjust workloads across areas with different priorities and bosses.


And despite all the well-meaning cooperative behaviors, this is often where interdepartmental collaboration breaks down.



Linguistic Remark 

Linguistic Remark ❂❂

Linguistic Remark ❂❂❂


 Epistemological insight



However,  Harold Jarche argues that In networks, cooperation trumps collaboration




☜(*▽*)☞ Do all kinds of collaboration threaten cooperative systems?

Can collaboration be transformed into cooperation? ☜(*▽*)☞



 Contemplate this

Wiki's and Open Source: Collaborative or Cooperative?



Bonus  

Promoting Coordination, Cooperative Agreements, and Collaborative Agreements Among Agencies


Bonus   

Highly Supportive for Instructors and Facilitators



➳ On the sideline ➳➳➳➳

While on the Subject


 Out of the realm of robotics



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Nurses Making Policy: From Bedside to Boardroom

Nurses Making Policy: From Bedside to Boardroom | Leadership, Management and EVOLVABILITY | Scoop.it


There is a plethora of policy books on the market, but none illustrate the steps in the policy process better than this one.


The high caliber editors and contributors, all of whom have been involved in policy work, bring years of experience to illustrate the key points...


This publication is timely as the shift in healthcare requires input from all health professionals, but especially nurses who are at the frontline of healthcare change and delivery.


This outstanding resource will help motivate many more nurses to get involved in the policy process...


Weighted Numerical Score: 93 - 4 Stars!"--Doody's Medical Reviews Written by those in the know–exceptional nurse leaders in practice, education, and politics–this is a practical, "how-to" book written to help advanced students and nurse leaders develop health policy skills to advocate for patients from the bedside to the larger political arena.


Co-published with the American Nurses Association (ANA), the book examines the pivotal role of nurses' involvement in health policy and describes the requisite steps for facilitating policy change–from understanding the political system through activating a plan and beyond.


It features the voices of a wide variety of nurse leaders who discuss policy work both locally and nationally through descriptive case histories.


The book discusses those qualities and skill sets that are needed for advocacy at the bedside and other arenas where health policy is determined.


It examines the political system and opportunities for nurse involvement, and clarifies the process of identifying issues that need a policy solution. Because citing research is an integral component of health policy solutions, the book describes how research can be used to strengthen policy initiatives.


The book guides the reader step by step through the process of creating a work plan and describes the resources needed to accomplish policy change.


Activating an action plan and strategies for working with the media are covered, along with the process of taking a leadership role, evaluating outcomes, using policy to eliminate health inequities, and maintaining and expanding momentum.


Woven throughout the book are the major themes of ethics, leadership, safety, and the quest for quality of care.


The text provides information and perspectives relevant to the American Association of Colleges of Nursing (AACN) doctor of nursing practice (DNP) Essentials, and includes multimedia electronic links to resources (podcasts, online articles, social network resources, and key political websites) that promote policy research and leadership development.



KEY FEATURES:

  • Delineates the steps to becoming a policy advocate in organizational, educational, and political settings...


  • Written by noted nurse leaders who describe policy work locally and nationally...


  • Presents competencies for nursing policy work derived from the AACN DNP Essentials...


  • Focuses throughout on themes of ethics, leadership, quality, and safety ...


  • Facilitates web use for policy research and development...


  • Ancillary materials from the editors are available...



>> Review





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Statistical Leadership: Preparing Our Future Leaders

Statistical Leadership: Preparing Our Future Leaders | Leadership, Management and EVOLVABILITY | Scoop.it


ASA President Robert Rodriguez explains our need for statistical leaders and offers ways to develop leaders of the future.



When you think of statistical leaders, what examples come to mind? Do you think of a preeminent researcher, a department head, or an elected officer in our association?


All these are important, but an even greater variety of leaders is essential to the vitality and visibility of our profession...


Why Is Statistical Leadership Critical?

Leadership ability is a prerequisite for the growth of our field because statistics is an interdisciplinary endeavor and our success ultimately depends on getting others to understand and act on our work...


How Can We Prepare More Leaders?

We face a shortage of statistical leaders both within our profession and within the organizations in which we work.


One reason is that statisticians are not trained for leadership—which is why most of us who do serve in leadership roles landed there unexpectedly!


A second reason is that many of our students and younger statisticians are non-native English speakers who have had limited opportunities for early leadership experience...


Teaching Scientific Communication Skills
The ability to communicate clearly with a variety of audiences is essential not only for statistical leaders, but also for statisticians... who work in interdisciplinary environments....

Leadership Development After Graduation

Statistical leadership requires a collection of skills, almost all of which can be acquired and improved upon over time...



>>>>>>>>>>>>>

>>> Supportive >>>  What Leaders Do

>>>>>>>>>>>>>

  1. Create the direction.

  2. Communicate the direction. 

  3. Set people up for success. 

  4. Catch people doing things right.


Learning To Lead

Despite the myth that leaders are born, not made, you can certainly learn to be a leader. However, don’t make the mistake of thinking of leadership as a narrow technical skill. Effective leaders not only know how to lead, they also have substantial business knowledge. They understand how business works in general, how it works for a specific industry and how it works for their company. They understand strategic planning (the process for arriving at change objectives) and strategic deployment (the process of implementing strategy)... URL


 

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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, Management and EVOLVABILITY | 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.

.

.

.

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:

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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
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Lessons “The Art of War” Teaches You About Winning Life Battles

Lessons “The Art of War” Teaches You About Winning Life Battles | Leadership, Management and EVOLVABILITY | Scoop.it


The Art of War by Sun Tzu is widely regarded by many as not only a “bible” for the battlefield, but also a great source of lessons for life in general.


Life in itself is a constant struggle to, if not stay on top, at least make it through daily challenges, while making the most out of our resources.

Subject to personal interpretation, The Art of War can also be a great source of inspiration and guidance to web designers and developers in their work struggles.



Here are some key takeaways from The Art of War that you can apply in your personal life, work, and your quest for self-improvement:


"Attack is the secret of defense; defense is the planning of an attack."



"He will win who knows when to fight and when not to fight."



"One may know how to conquer without being able to do it."



"Anger may in time change to gladness; vexation may be succeeded by content. But a kingdom that has once been destroyed can never come again into being; nor can the dead ever be brought back to life."



"Let your plans be dark and impenetrable as night, and When you move, fall like a thunderbolt." "He will win who knows how to handle both superior and Inferior forces." "Ponder and deliberate before you make a move."



"There are not more than five primary colours, yet in combination they produce more hues than can ever been seen."



"Move not unless you see an advantage; use not your troops unless there is something to be gained; fight not unless the position is critical."



"If he sends reinforcements everywhere, he will everywhere be weak."



"If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle."



"Victorious warriors win first and then go to war, while Defeated warriors go to war first and then seek to win"



"There is no instance of a nation benefiting from Prolonged warfare."



"In the midst of chaos, there is also opportunity." "Never venture, never win!"




Final Words

Here’s one more passage from The Art of War for everyone to remember:


"If you know the enemy and know yourself, your victory will not stand in doubt; if you know Heaven and know Earth, you may make your victory complete."


Overall, what The Art of War tells us is that we need to be aware of ourselves and of others. By keeping an open mind to the things that are happening around us, we can make informed decision that will not only help us in our personal lives, but also at work.




Supportive

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Mhd.Shadi Khudr's comment, May 25, 2015 1:48 PM
Ricard Lloria's comment, May 25, 2015 1:54 PM
You´re allway Wellcome Mhd. Shadi. Have a great monday and the rest week. Hugs
Mhd.Shadi Khudr's comment, May 25, 2015 2:01 PM
Kindest regards
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Classified: Food Bank Exercise Tests Students’ Leadership, Teamwork Skills

Classified: Food Bank Exercise Tests Students’ Leadership, Teamwork Skills | Leadership, Management and EVOLVABILITY | Scoop.it



The Wells Fargo room was transformed into a food bank Monday, its tables splayed with packages of pasta, cans of beans, and Vienna sausages.


Stuffing the food into boxes in the shortest amount of time with the least mistakes amidst a frenzy of changing demands and diminishing resources forced undergraduates to adjust leadership styles, rethink roles, and put lessons from Lecturer Frank Schultz’s Leading Strategy Implementation class into action.


Unlike other classroom role-playing exercises, Schultz says, the experiential “Think Now, Bag Later” activity did not depend on students’ acting ability.


“It showed them how they typically behave in organizations and allowed them to better appreciate their strengths and weaknesses in various organizational roles,” he explained.

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A team managed by Nicola Roessler, BS 14, packed only seven boxes. She says her team’s downfall was a bottleneck in quality control and resources drying up. “We didn’t have enough kidney beans,” she says.


After the exercise, Schultz asked students if readings and lectures on how organizations work on projects were relevant to what the students experienced.


Did the student teams share resources sequentially, as in an assembly-line style, or reciprocally, where there needs to be more communication and coordination?


Students said the use of good organizational structure and communication could make the more complex, reciprocal relationships simpler and more manageable.


PricewaterhouseCoopers is using the 42 boxes of food stuffed by the students for a food drive to benefit the Berkeley Food and Housing Project, which is researching ways of developing a more efficient way to pack food...



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Public managers as multi-rational managers ⌂

Public managers as multi-rational managers ⌂ | Leadership, Management and EVOLVABILITY | Scoop.it


Propositions on the effective management of multiple rationalities

    By Prof. Dr. Kuno Schedler



The increasing blurring of the borders between government and non-government organisation forms in the provision of public services leads to new types of organisations. More and more, however, hybrid forms emerge in which there are not only clashes between different interests but also between differing rationalities.


This paper focuses on the permanent phenomenon of multiple rationalities in hybrid organisations and attempts to structure it.


In doing so, it develops a semantics for the observation and discussion of multiple rationalities on whose bases further conceptual debates can be conducted.



 Multi-Rational Management in Public Organizations


 On Multi-rational Management:

Multi-rational Management explains the concept of multirational management and illustrates it with many practical examples.


It has primarily been written for 'reflective practitioners', i.e. those executives who continually think about their organisation and their own roles in that organisation.


It provides students of organisation and management with a valuable foundation for learning to 'read' pluralist organisations.

More and more, organisations are confronted with an environment from which they receive contradictory demands and expectations.



 Professor Kuno Schedler explains the concept of multi-rational management and its relevance to practice and research.

http://bit.ly/1zTBaA1


♦♦ Bonus:  The Book

Multi-rational Management Mastering Conflicting Demands in a Pluralistic Environment

http://bit.ly/1ATMFyA


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Sample Chapter 

http://bit.ly/1vOWPcg


Post Image: http://bit.ly/17AwSqL



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Kuno Schedler is Professor of Public Management and Director of the Institute for Systemic Management and Public Governance (IMP-HSG) at the University of St. Gallen, Switzerland. 


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