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Gender and Leadership – Does It Matter?

Gender and Leadership – Does It Matter? | Leadership, Management and EVOLVABILITY | Scoop.it

According to “Work in the 21st Century,” 99.6 percent of all top executives of Fortune 500 companies are men, while just 0.4 percent are women.


Interestingly, the book “Leadership in Organizations,” states that there are no consistent findings on gender differences in leadership.


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Minds like machines; Technocrats

Minds like machines; Technocrats | Leadership, Management and EVOLVABILITY | Scoop.it


EVEN before Plato conceived the philosopher-king, people yearned for clever, dispassionate and principled government.


When the usual run of rulers proves cowardly, indecisive or discredited, turning to the wisdom and expertise of a technocrat, as both Italy and Greece have done in recent days, is particularly tempting....


Government by experts sounds tempting, especially in a crisis. It can work. But brief stints have the best chances...







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Ivon Prefontaine's curator insight, May 17, 8:33 AM

We have many managers who can talk the story. Consider the number of managers, consultants, and experts in School. They can tell you how the work of teaching and learning should be done without actually experiencing it.

Mhd.Shadi Khudr's comment, May 17, 1:17 PM
Best wishes
Ricard Lloria's comment, May 18, 3:27 AM
Best wishes too
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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.




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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The Drama Of Leadership 1

The Drama Of Leadership 1 | Leadership, Management and EVOLVABILITY | Scoop.it

This text presents the foundations for the theory of leadership. Based on a framework divided into building blocks, various concepts of leadership such as values, change, power and structure are explained and analyzed, and ways of incorporating them into school management are addressed....

Robert Starratt, a teacher of people in leadership positions, presents the foundations for the theory of leadership. Based on a framework divided into building blocks, various concepts of leadership such as values, change, power and structure are explained and analyzed, and ways of incorporating them into school management are addressed.

He presents a picture of leadership as a variety of disciplines - history, philosophy, psychology, politics, sociology, theology - amongst others, and with the idea that the student of leadership must be one of change.; This text is primarily intended for headmasters, education managers and administrators, students and lecturers in education and philosophers of education.

> Review: 

Starrett's "Drama of Leadership" packs a lot of information into 166 pages. Over eight chapters he reviews the development in the study of leadership, what is missing from the literature and his opinion on the implications for future leaders.

Unfortunately, if the reader does not have the same base knowledge on the subject and breadth of vocabulary as the author, the book is an arduous read. For instance, he refers to over 40 theorists and significant authors. Many of them are mentioned briefly and only in relationship to one another.Also the third chapter mentions functional rationality, but I did not know it was synonymous to instrumental and technical rationality until a footnote in chapter 5. That shows my weakness though, not Starrett's.

If you want "Leadership Studies for Dummies" this is not the book for you. For novices in this subject area, it is a good starting point for a scholarly overview of the study of leadership. For scholars, it creates "big picture" connections.

(Chapter titles: Exploring Excursions, Excursions into the Sociology of Action, Leadership and Charisma, Leadership of Flawed Institutions, Leadership in the Postmodern Context, Leadership in the Social Drama, The Drama of Leadership, The Education of Leaders)

Kari - Published on Amazon.com


Now for less than two Sterling pounds on abebooks:

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Managing culture change: can it ever be ethical?

Managing culture change: can it ever be ethical? | Leadership, Management and EVOLVABILITY | Scoop.it

Culture management is an area of human resource policy and practice where concern with ethical issues has been sparse.

There is some work on developing cultures that will uphold and promote ethical behaviour, and some examination of how aspects of organizational justice might be overridden by culture campaigns which “focus on shaping values related to performance without adequate regard for ethical and legal consequences”.

Maybe this lacuna exists because many of the advocates of culture management were schooled in corporate strategy or change management, where there is little attention paid to questions concerning the ethical integrity of managerial behaviour and its ethical consequences for employees. Indeed,

Drake and Drake suggest that many advocates of culture management regard humanitarian values, self- actualization, and individualism as receiving undue emphasis.

This is particularly worrying given that culture management is not only part of the repertoire of human resource management (HRM), but also a first order concern, setting the direction and “tone” for the rest of employment policy within an organization...

In HRM it provides the frame of reference within which such processes as recruitment, selection and assessment, performance and reward management and development take place.

As culture management initiatives are usually attempted when the organization has to confront some major change in its business environment, their growing frequency over the last ten years makes consideration of the ethical domain very urgent.

This article intends to address corporate culture management as an ethical issue by: 

• considering the claims made to justify corporate culture management;

• identifying where ethical issues might arise in the process of corporate culture change; 

• illustrating these issues by reference to two recent cases of corporate culture change; 

• reflecting on an ethical framework that can be used to interpret and potentially guide corporate culture management initiatives. 

The article concludes that corporate culture management is arguably the most difficult area of HRM in which to achieve ethical behaviour.

>> Should read:

  • Ethics, Virtuousness, and Constant Change




  • An insight on the Ethics of Managing Change:


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Mhd.Shadi Khudr's comment, August 29, 2:56 PM
Best of regards
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Leadership for Success

Leadership for Success | Leadership, Management and EVOLVABILITY | Scoop.it

Becoming the Success MasterBeing a diagnostician is like espionage. After many years of interviewing thousands of people failing to thrive, I realized that too many of them just stumble through life like playing a game of poker without knowing the rules.

Nimble Jack is one of the casualties of this dilemma, who, wisely enough, sought out a personal coach.

He is the hero and inspiration for this book.

He invited me regularly to his office as his personal coach and also to act as a proxy in handling challenging cases in his role as counselor for his company.

He mastered my dynamic model of influence and the psychology of winning which are prime levers that drove his performance from good to great.

>>> Book Review:

Modern life owes a lot to Proverbs 23, “As a man thinketh, so shall he be.” Not only has this line from the Bible become the cornerstone of the teachings of Tony Robbins, Zig Ziglar, and others in the self-improvement and self-actualization movement, it’s also inspired millions of people to achieve their goals in life...


>>> Available on googleplay:


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Mhd.Shadi Khudr's comment, August 26, 7:36 AM
Thumbs UP for Richard Lloria
Ricard Lloria's comment, August 26, 10:08 AM
You´re always Wellcome Mhd. Shadi. Have a great week.
Mhd.Shadi Khudr's comment, August 26, 12:01 PM
Thanks a lot and you :)
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Transformational Leader: A Must For Any Leadership Style

Transformational Leader: A Must For Any Leadership Style | Leadership, Management and EVOLVABILITY | Scoop.it

Leaders in politics, business and schools are faced with a plethora of decisions that need to be made for the sake of society.

A good leader, no matter the level or situation must possess the skills necessary to make sure a school or the like run as smoothly as possible towards attaining an agreed upon mission and vision.

The most efficient way to make sure this happens is to lead with a transformational or communal leadership style.

Is Transformational Leadership the New Socialism?...

Knowing When to Change...

Ethics and Transformational Leadership...

Pseudotransformational Leadership...




Problems with Community...

A leader is a vocabulary word that can have many different meanings and/or one's interpretation.

The nature and importance of leadership can be understood by looking at the leadership style of any leader at any level. The most effective type is one that reflects a transformational style.

A key paradoxical meaning to try and sum it up would be involvement. Get as many people as possible involved, listening to many views points on all issues, but not so many opinions as to create conflicts from everyone who has a thought.

There is not one best way to be a leader, yet transformational is the best for all situations. These leaders can and do promise the opportunity for change to advance politics, education, business and society.

Super Supportive on Transformational Leadership:



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Follower Behavior and Organizational Performance: The Impact of Transformational Leaders

Follower Behavior and Organizational Performance: The Impact of Transformational Leaders | Leadership, Management and EVOLVABILITY | Scoop.it

This study sheds light on the mediating processes by which transformational leadership influences follower performance and innovation, respectively.

The authors hypothesize that transformational leaders boost follower performance by stimulating organizational citizenship behavior, whereas they enhance follower innovation by triggering controversial discussion of task related issues (debate).

On the contrary, the authors do not expect these mediating effects to hold for the relationship between transactional leadership and follower performance and innovation, respectively.

Their hypotheses were confirmed in an empirical study of N = 91 leaders from 91 German companies.

Conclusions for leadership research are drawn.








>> What is Transformational Leadership?




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Mhd.Shadi Khudr's comment, August 1, 6:42 AM
Super Duper Cheers
Ricard Lloria's comment, August 1, 8:01 AM
Super Duper Cheers, have a great weekend Mhd. Shadi =))
Mhd.Shadi Khudr's comment, August 2, 5:52 AM
Thanks so very much
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Leader vs Leadership

Leader vs Leadership | Leadership, Management and EVOLVABILITY | Scoop.it

Bolden (2004), suggests that styles based on characteristics, traits or behaviours of leaders are less useful than models based on leadership attributes.

Additionally, leadership needs to be flexible to suit varying situations (situational leadership) and not restricted by the characteristics of a leader’s style.

Leadership skills therefore need to be drawn from a range of abilities rather than characteristics.

There may also be other considerations when choosing the most appropriate leadership approach (Mind Tools, 2008):  

✤ The skills level and experience of the team    

✤ The work involved i.e., is it new and creative or routine?   

✤ The type of environment i.e., is it stable or radically changing? This will

be influenced by the current stage of the project    

✤ Preferred or natural behaviour 

Bryman (2007:2) stresses the importance of following facets of leadership at both departmental and institutional levels by:  

    ❉ Providing direction    

    ❉ Creating a structure to support the direction    

    ❉ Fostering a supportive and collaborative environment    

    ❉ Establishing trustworthiness as a leader    

    ❉ Having personal integrity 

“A good leader should see the future. You should have passion for yourself to understand more, to have knowledge, to have more information than others and then you will be more curious,”...

“Find your strengths and think about what you can do that separates you from others. You should always think about what you can do better.” Says Lee Haeng-hee, President and CEO of Corning Korea.

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Mhd.Shadi Khudr's comment, July 7, 10:12 AM
Best regards
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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.

Mhd.Shadi Khudr's comment, June 10, 5:34 AM
Kind regards
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10 Common Leadership and Management Mistakes: Avoiding Universal Pitfalls

10 Common Leadership and Management Mistakes: Avoiding Universal Pitfalls | Leadership, Management and EVOLVABILITY | Scoop.it

Learn how to recognize and avoid 10 of the most common mistakes made by leaders and managers.

If you can learn about these here, rather than through experience, you'll save yourself a lot of trouble!

1. Not Providing Feedback...

2. Not Making Time for Your Team...

3. Being Too "Hands-Off"...

4. Being Too Friendly...

5. Failing to Define Goals...

6. Misunderstanding Motivation...

7. Hurrying Recruitment...

8. Not "Walking the Walk"...

9. Not Delegating...

10. Misunderstanding Your Role...

Key Points

We all make mistakes, and there are some mistakes that leaders and managers make in particular. These include not giving good feedback, being too "hands-off," not delegating effectively, and misunderstanding your role.

It's true that making a mistake can be a learning opportunity. But, taking the time to learn how to recognize and avoid common mistakes can help you become productive and successful, and highly respected by your team.

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Mhd.Shadi Khudr's insight:

Experience is the name every one gives to their mistakes.

                                                                             – Oscar Wilde

Mhd.Shadi Khudr's comment, June 5, 5:19 AM
Kind regards
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THE NINE DILEMMAS LEADERS FACE | Leadership, Management and EVOLVABILITY | Scoop.it

The hardest job a leader has is to navigate among often conflicting goals.Identify them first, and you can steer a winning course.

'Management"--the word--traces its origins to the arts of horsemanship--from the Latin manus, "hand," via the Italian maneggiare, "to train horses." But since most of us call down to the stable to have the coach and four readied even less often than we wear white tie, let's talk cars.

When you're driving, you do several potentially contradictory things at once. You want to get to your destination quickly, and also safely.

You must watch the road and also look behind and around you. You can do one--you can do the other--but you want to do both.

These are dilemmas: a word from the Greek, "two assumptions or premises." Dilemmas are what your boss talks about when he says, "You're in charge, Fosdick, but make sure Susannah is on board."




Poring over the interviews, Saint-Onge began highlighting phrases like "we must do a...but also b," or "in going after x, we must not lose sight of y." When he was done, he found nine "core leadership dilemmas." They fit any business and any manager, though they may be felt most keenly at the top...

  • Broad-based leadership vs. high-visibility leaders...

  • Independence vs. interdependence...
  • Long term vs. short term...
  • Creativity vs. discipline...
  • Trust vs. change...
  • Bureaucracy busting vs. economies of scale...
  • People vs. productivity...
  • Leadership vs. capability...

But no: "My boss had them made for us." "He a marketing guy?" I asked.

He said: "How did you know?"

NINE DILEMMAS that describe your job. What do you do with them? First, notice that pattern. Says Saint-Onge:

"These are all different, but they form a single, central dilemma." Its name: empowerment vs. alignment, the never-ending balancing act of managerial Bongo Board in which you try to give people independence and authority while making sure they use it in a way you'd approve of if they asked, which you don't want them to do except, of course, when you do want them to.

Lee Iacocca sent the wrong message in that TV ad. The right one is: "Lead, follow, and get out of the way."

Second, you can make charts--always a good use of managerial time. Take each dilemma, and put one horn on a vertical axis and one on the horizontal.

Draw a 45 [degree] diagonal to represent a balance between the two. Then on a scale of 1 to 10, 10 being best, locate your outfit (or yourself or your boss) on the grid.

This chart shows a company that pursues revenue growth aggressively but doesn't mind costs well.

Set these up with all the "empowerment" tendencies (broad-based leadership, independence, long-termism, creativity, etc.) on the vertical axis and the "alignment" group on the horizontal.

What do you see? Are you usually below the diagonal (too controlling) or above it (too loosey-goosey)?



A third role emerges from polarities and ambiguities: Making meaning. Says Darling: "The defining role of a leader is to sort out a message" from these mixed signals and cross-purposes.

The new customer-satisfaction scores have just come in, and they show problems, but you also just received a market-segmentation analysis that shows that some customers demand so much service they are actually unprofitable.

Your job is to take those dilemmas and make sense--and sensible plans--out of them. Otherwise it's all Greek...

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Mhd.Shadi Khudr's comment, May 27, 7:45 AM
Kind regards
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Blue Ocean Leadership

Blue Ocean Leadership | Leadership, Management and EVOLVABILITY | Scoop.it

It’s a sad truth about the workplace:

Just 30% of employees are actively committed to doing a good job. According to Gallup’s 2013 State of the American Workplace report, 50% of employees merely put their time in, while the remaining 20% act out their discontent in counterproductive ways, negatively influencing their coworkers, missing days on the job, and driving customers away through poor service.

Gallup estimates that the 20% group alone costs the U.S. economy around half a trillion dollars each year...

What’s the reason for the widespread employee disengagement? According to Gallup, poor leadership is a key cause.




Over the past 10 years we and Gavin Fraser, a Blue Ocean Strategy Network expert, have interviewed hundreds of people in organizations to understand where leadership was falling short and how it could be transformed while conserving leaders’ most precious resource: time. In this article we present the results of our research.

⇯ Key Differences from Conventional Leadership Approaches...

⇯ Focus on acts and activities...

What is Blue Ocean?

Blue Ocean is a  slang term for the uncontested market space for an unknown industry or innovation. Coined by professors W. Chan Kim and Renee Mauborgne in their book "Blue Ocean Strategy: How to Create Uncontested Market Space and the Make Competition Irrelevant" (2005), blue oceans are associated with high potential profits.




Blue Ocean Leadership provides a systematic way to unlock the ocean of unrealised talent and energy in your organisation – fast and at low cost..


The Question is:

Do We Need Blue Ocean Leaders? 


>> Supportive:





Harvard Business Review: Blue Ocean Strategy & Leadership


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Mhd.Shadi Khudr's comment, May 17, 1:16 PM
Kindest regards
Ricard Lloria's comment, May 18, 3:23 AM
Warms regards Mhd. Shadi.
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5 Useful Principles for Practical Nursing Leadership

5 Useful Principles for Practical Nursing Leadership | Leadership, Management and EVOLVABILITY | Scoop.it

Every nurse can be a leader. Effective leadership skills create higher staff participation, keen organizational awareness and improved quality of care.

Five effective principles gathered for those considering this career or who want to brush up on their leadership skills:


 Lead by example...


 Manage up, not down...

If you’re investing more in your employee’s success than they are it’s time to part ways...

  Remember your roots...

  Spend more time with high performers...

Further insight on Nursing Leadership:

Leadership in nursing can grow and benefit from high performing staff. More importantly leaders need to be spending time with high performers to re-recruit them.

If leaders fail to spend time with their best performing staff then someone else might and these great employees will move on.

This model incorporates a variety of hospital-wide and unit-based committees, whereby nurses have the authority to participate in decision-making affecting their practice...

Within this shared governance structure, a variety of councils are employed.

Examples of shared governance committees include, the “Falls Committee,” the “Patient Satisfaction Committee,” and the “Wound Care Committee".

These councils are  decision-making bodies in which nurses (and for some Councils, other professional disciplines), participate in determining goals and priorities. In some cases, members of these committees collectively make decisions affecting nursing practice and patient care or other aspects of professional practice.

Members who get involved with shared governance initiatives report a sense of ownership over their practice. Similarly, individual patient care units also have the authority to establish unit-based councils that provide nurses with a decision-making mechanism.

Unit Lead Teams are also used as a mechanism for decentralized decision-making; these teams empower nurses, and they extinguish some of the managers’ work load.


>> Supportive:

➬The Importance of Teamwork in Nursing


➬ Staff Nurses as Leaders and Facilitators of Change


➬ Unlocking the Nurse Leader Within—13 Must-Have Attitudes


➬ Are You a Nurse Leader or Caretaker?


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Mhd.Shadi Khudr's comment, May 4, 6:09 AM
Kindest regards
Ricard Lloria's comment, May 4, 8:03 AM
You´re always Wellcome Mhd. Shadi. Have a great Sunday and next week.
Mhd.Shadi Khudr's comment, May 4, 12:15 PM
Cheers. The same + extra to you
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Transforming a Conservative Company—One Laugh at a Time

Transforming a Conservative Company—One Laugh at a Time | Leadership, Management and EVOLVABILITY | Scoop.it

We’re a company—maybe like yours—where having fun was long viewed with suspicion. Sure, a lot of start-ups and Silicon Valley companies have wild and crazy cultures, with pillow fights around the foosball table the order of the day. But ours is a traditional, Midwestern manufacturing company, one that didn’t even allow employees to have coffee at their desks until 1989.

Although we pride ourselves on our technological innovation, we make industrial signs and other identification products, not PalmPilots or rainbow-colored iMacs. We are an old-line company that has always taken business very seriously—again, maybe like yours.

So perhaps it comes as a surprise that, for the past seven years, we’ve made fun an integral part of the culture at Brady Corporation—not simply as an end in itself but for serious business reasons. We’ve found that getting people to loosen up and enjoy themselves has numerous benefits. It can break down jealously guarded turf boundaries.

It can foster an esprit de corps throughout the company and greater camaraderie on teams.

It can start the conversations that spark innovation and increase the likelihood that unpleasant tasks will be accomplished.

It can help convey important corporate messages to employees in memorable ways.

It can relieve stress—and, heaven knows, we can all benefit from that.




In the end, though, I think injecting a dose of fun into a corporate culture represents something much more significant. Certainly, it must be done with care.

And it can’t be forced. But in the right spirit, selective—or even random—acts of fun can help transform an organization. Let me tell you how we did it at our company.

An Uptight and Cautious Culture




Upon taking over as CEO in 1994, I spent my first 90 days visiting all the offices and the manufacturing plants around the world to meet as many employees as possible.

Although I know I missed some third-shift folks in manufacturing, I probably shook hands with 80% of the workforce. Now it’s true that the people I met during those visits were justifiably guarded as they greeted an unknown CEO, the first to come from outside the company. Just the same, my overriding impression—despite some important cultural changes initiated by two CEOs who had succeeded Bill Brady after he stepped down in 1986—was that Brady people seemed unusually uptight and cautious.



>> While on the subject:



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Mhd.Shadi Khudr's comment, September 27, 11:12 AM
A bundle of best wishes roses to Ricard
Ricard Lloria's comment, September 30, 3:42 AM
All the best Mhd . Shadi. Have a great week.
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▶ The Differences Between A Plan And A Strategy

Often times the words "plan" and "strategy" are used interchangeably in everyday conversations. But these words have different meanings.

>>> Strategy >>>>
- overarching method for reaching a goal
- dynamic in nature
- refers to a long-term effort
- evolves over time

>>> Plan >>>>
- static
- outlined steps designed to achieve a single objective
- most often short-term
- part of a longer-term strategy





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The Drama of Leadership 2

The Drama of Leadership 2 | Leadership, Management and EVOLVABILITY | Scoop.it

As a member of the board of directors of several major international financial services corporations, Patricia Pitcher was in a privileged position to observe the inner workings of the corporate world.

What she witnessed was a crisis of leadership rooted in a misunderstanding of what leading is all about. Not content to simply offer an opinion-opinions come cheap-she embarked on an eight-year research project to document the reasons for the rapid collapse of a global giant.

That collapse, she shows us, began with one critical succession error and was compounded by a chronic failure to understand the importance of personality in the leadership equation. One wrong person at the helm turned a dream into a nightmare.

In The Drama of Leadership, Patricia Pitcher shares her findings and, in the process, explodes a number of popular myths about leadership, including the one that leadership and vision are qualities that can be taught in management seminars.

She refutes the common belief that leaders are in short supply and proves that the corporate talent pool abounds with potential leaders whose talents either go unrecognized or are tragically undervalued.

And she explains why, at a time when vision, innovation, humanity, and passion are so desperately needed, so many companies cast in leadership roles people who possess none of these qualities, and who distrust anyone who does.

But who are the good and bad leaders, and how do you identify them? In answer to this question, Patricia Pitcher identifies three types of leaders: Artists, who are people-oriented, open-minded, intuitive, and visionary; Craftsmen, to whom the adjectives "humane," "dedicated," and "wise" best apply; and Technocrats - brilliant and well-schooled in the latest theory, they are detail-oriented, rigid, methodical, self-centered, and, when left in control, pose a serious threat to corporate competitiveness.

The power struggles between these types are dramas being played out in companies everywhere. Whether the story has a happy or an unhappy ending depends entirely upon which type gets top billing.

The author also offers her wise recommendations on what companies can do to protect themselves against a technocratic hegemony and how to cultivate the talents of Artists and Craftsmen.

She also tells you how to determine what type of leader you are and how to interact with other types to achieve both personal and corporate success.

The Drama of Leadership is an articulate, insightful, passionate appeal to develop the kind of leaders and organizations that can take us into the twenty-first century...

>> Contents:


The Artist...

The Craftsman...

The Technocrat...

Behind the Scenes...


The Dreams of the Playwright...

The Harsh Realities of the Stage...

Climax: The Triumph of Technocratic Illusions...

Denouement: The Collapse of Vision...


Leadership Revisited...

Where There's Smoke, There's Apt to Be Fire...

About Teams...

The Scope of the Problem...

Partial Solutions...





>> As for a review:


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Managing Multicultural Teams

Managing Multicultural Teams | Leadership, Management and EVOLVABILITY | Scoop.it

Business management magazine, blogs, case studies, articles, books, and webinars from Harvard Business Review, addressing today's topics and challenges in business management...

When a major international software developer needed to produce a new product quickly, the project manager assembled a team of employees from India and the United States.

From the start the team members could not agree on a delivery date for the product.

The Americans thought the work could be done in two to three weeks; the Indians predicted it would take two to three months.

As time went on, the Indian team members proved reluctant to report setbacks in the production process, which the American team members would find out about only when work was due to be passed to them.

Such conflicts, of course, may affect any team, but in this case they arose from cultural differences.

As tensions mounted, conflict over delivery dates and feedback became personal, disrupting team members’ communication about even mundane issues.

The project manager decided he had to intervene—with the result that both the American and the Indian team members came to rely on him for direction regarding minute operational details that the team should have been able to handle itself.

The manager became so bogged down by quotidian issues that the project careened hopelessly off even the most pessimistic schedule—and the team never learned to work together effectively.

Multicultural teams often generate frustrating management dilemmas. Cultural differences can create substantial obstacles to effective teamwork—but these may be subtle and difficult to recognize until significant damage has already been done.

As in the case above, which the manager involved told us about, managers may create more problems than they resolve by intervening.

The challenge in managing multicultural teams effectively is to recognize underlying cultural causes of conflict, and to intervene in ways that both get the team back on track and empower its members to deal with future challenges themselves...

<><><> Super Bonus:

 A Manager’s Guide to Cultural Competence Education for Health Care Professionals


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Why Great Leaders Make Bad Managers - and That's OK

Why Great Leaders Make Bad Managers - and That's OK | Leadership, Management and EVOLVABILITY | Scoop.it

Leadership and management are very different skills.

Yet most of the time, we expect corporate executives to wow us with their detail-oriented approach to management and then suddenly metamorphose into visionary leaders the moment they’re promoted.

It doesn’t usually work out, says Annmarie Neal, the author of the forthcoming Leading from the Edge (ASTD Press, 2013).

“A leader is somebody who sees opportunity and puts change in motion.

A manager is somebody who follows that leader and sees how to structure things to create value for the company,” she says.

“I’ve found that the best leaders weren’t really good managers. Yes, they understood the discipline, but they weren’t the best accountant, or the best technical person, or the best brand manager.

They can do it, but they have a way of [thinking about the issues] at another level.”...




Do you believe leaders must also be great managers? Does it matter?

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☏ Co-leadership – Origin and practice

☏ Co-leadership – Origin and practice | Leadership, Management and EVOLVABILITY | Scoop.it

If, as we assert, that without the ‘co’ in ‘co-leadership’ effective networks are unsustainable then exploring the origins, beliefs and practice of co-leaders becomes essential to improving our understanding of this form of leadership – both its potential capacity and constraints.

Primarily, as a moral activity (Second assertion of this paper) co-leadership is based upon challenging many existing notion of leadership and the relationship between schools.

As such, in this section the authors explore their first two assertions beginning with an overview of co-leader origins, beliefs and practice.

They then take a specific look at the nature of the ‘co’ relationship as a way to lead into looking at how these generated and inherited conditions of co-leadership interplay with the key question:

Are there potential trajectories of risk and resilience that may inform the development and enacting of co-leadership?



You can become quite insular when you’re head of a little village school, so there was an element

which I thought well, yes, could be a lot of hard work but also be quite good for me. Went along to

a heads meeting and said look, I’m willing to do it if everybody’s happy with that and of course,

because they’d found out that somebody else was going to do the work, they said yes, we’re ecstatic.

So that was how I became co-leader.(Co-leader)




The co-leadership role itself was conceived, by the programme, as being about more than one leader. This is reflected in co-leader beliefs that:


  • leadership is essentially a distributed activity and one which everyone – from a teaching assistant to a Head teacher – has the capacity to contribute;
  • leadership involves failure and experimentation;
  • there is value in diversity;
  • building consensus is worthwhile;
  • change is desirable and that you need to be clear about what you want to change if you are to make significant improvements;
  • a degree of uncertainty is inevitable;
  • leadership is itself a developmental activity;
  • distribution and delegation are essential not optional

I hadn’t a clue. Not a clue. You know, one minute I wasn’t involved at all, except as a Head teacher saying I was interested and the next minute I was organising a launch conference and stuff, so no I had no idea” (Co-leader).

The ‘co’ in the ‘co-leadership’ relationship...




“…we all share the jobs and make sure the tasks get finished, make sure that we are moving on, make sure that we’re grounded and it's those things, those skills between us.(Co-leader)



  Are there potential trajectories of risk and resilience that may inform the development and enacting of co-leadership?



   A model of co-leadership



What the authors have tried to convey in this section is how the relationship between the origins, beliefs and practice of co-leadership has implications for how co-leaders make sense of the challenges between their organisational and network leadership.

Models of agency that can confront paradox and contradictions offer a possibility for inequalities in co-leadership models of leadership to be challenged and re-conceptualised.

So building the capacity for multiple and relational selves is important. Central to this then are formal and informal learning around co-leadership and distributing the leadership...


Without the wholehearted adult support for, and belief in, the potential of student voice, we believe the role and contribution of students to their learning communities cannot be fully realised.  

Supportive on What is Co-leadership all about:

Leadership has been described as "a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task", although there are alternative definitions of leadership...





The Benefits Of A "Co-Leader" Model Of Small Group Leadership


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The DNA Of Leadership: 3 Key People Every Successful Company Must Have

The DNA Of Leadership: 3 Key People Every Successful Company Must Have | Leadership, Management and EVOLVABILITY | Scoop.it

Success in business, of course, depends on so many factors.

There are external drivers of success as well as internal ones...

In this post I want to share with you one internal factor which I call the DNA of the leadership team.

Over the years I have worked with many successful (and some not so successful) companies, and I have observed that more often than not, the successful ones seem to have three main characters in their leadership team.

The DNA of your leadership team

Take a look at the leadership team of your company or a company you work with. Can you identify where each person falls in the leadership DNA?

D: A Dreamer — ...

N: A Number Cruncher — ...

A: An Accomplisher ...

Balancing the team for success

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✒ How To Lead Leaders ✍

✒ How To Lead Leaders ✍ | Leadership, Management and EVOLVABILITY | Scoop.it

Handling superstars is harder than you think. What you need to know.

If you’re lucky, you’ll get the chance to lead a leader. You know the type. They’re the ones who reliably surprise you.

They’re the superstars in your organization whose results consistently surpass not only their cohorts, but also your more senior and experienced players.

Not everyone enjoys or knows how to manage rising superstars. How do you nurture women and men with smarts, huge ambition and tendencies toward irreverence?

This month I went to the source to learn how rising superstars view their careers, ambitions and colleagues. Their answers might surprise you.

Rising superstars are hungry and have big appetites...

They are voracious learners...

They don’t see things the way you do, and they connect the dots differently...

They love high-capacity people with spark and loathe plodders...

They are not defined by their job titles...

Don’t be surprised: Stars rarely stay put...

Their greatest value lies outside the box...

Highly Supportive:





Leading has its challenges, but when your followers are powerful leaders you need to step up your game. Here are six helpful tips...

1. Prepare...

2. Manage Expectations...

3. Keep Everyone Equal...

4. Maintain Clear Priorities...

5. Step Out of Situational Conflict...

6. Be Firm but Gracious...


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▷The Relationship between Governance and Leadership

▷The Relationship between Governance and Leadership | Leadership, Management and EVOLVABILITY | Scoop.it

More and more, not-for-profit health and human service organizations are turning to collaboration to address serious community problems.

Understanding the role of governance and leadership within a collaborative structure is critical.

This research proposal focuses on governance and leadership within interorganizational collaboration addressing health and human service issues.

We propose an examination of three collaborations sharing the same lead agency.

The intention is to explore the governance structure and the elements of leadership that provide the infrastructure and lay the ground work for a sustained collaboration.

The research question is: How do governance structures and leadership practices facilitate sustained collaboration among human service organizations?

A careful exploration of this question will bring value to practitioners who are looking for ways to influence the sustainability of collaboration.

Highly Pertinent:





Corporate Governance and Leadership 1st International Forum, Paris


Narrowing the gap in outcomes


▷▷ Bonus:

Ways to Evaluate Governance Leadership & Planning Methods


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Mhd.Shadi Khudr's comment, June 9, 11:08 AM
You are always most welcome
Ricard Lloria's comment, June 9, 10:25 PM
You´re allways wellcome Mhd. Shadi, TYSM for your kind words.
Mhd.Shadi Khudr's comment, June 10, 5:33 AM
Thanks so much + Best wishes
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Can Fiction Make You a Better Leader?

Can Fiction Make You a Better Leader? | Leadership, Management and EVOLVABILITY | Scoop.it

Like many founders, I suppose I fall into the category of seeking out words for utility, for information. What is the best thinking around strategy? Or building a brand? Or developing a business model? Or in structuring the best deal?

The experiment:

 to read 25 pieces of fiction, back-to-back, by... (Or Q1 as we also call it.)

The goal:

to understand what radically changing my diet of words does for me in my role as leader of a company and a group of exceptional talents.




Quoting Time on psychologists Raymond Mar's meta-analysis of experimental research on fiction reading* (which I can't access directly):

that individuals who often read fiction appear to be better able to understand other people, empathize with them and view the world from their perspective.

This link persisted even after the researchers factored in the possibility that more empathetic individuals might choose to read more novels.

"that individuals who often read fiction appear to be better able to understand other people, empathize with them and view the world from their perspective.

This link persisted even after the researchers factored in the possibility that more empathetic individuals might choose to read more novels."

In short, fiction seems to stimulate and strengthen brain functions associated with leadership.

Progress so far...What do you recommend?

Supportive BONUS:

Leadership Through Fiction

This course will use fictional narratives (novels, plays, screenplays, poetry), supported by non-fictional texts, to evaluate a variety of challenges that face developing business leaders.

The course will build the leadership resources of each student by offering them the opportunity to live through the experiences of literary, stage and screen characters, reflecting on how the characters successfully or unsuccessfully guide and motivate themselves and others toward desired goals.

How are decisions made, how is the context evaluated, how is risk managed, how are internal values clarified, how are others motivated to follow, how -- when successful -- are the desired ends achieved...and when not achieved, what could have been done to reach the desired goals?

This course is founded in the belief that the imaginative experience of interacting with narrative offers students a powerful and unique opportunity to prepare for future experiences, engaging in a visceral way with conflict that will prepare them for better decision-making and professional choices.



*Reading Literature Makes Us Smarter and Nicer


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Part Ⅱ☞ Tactics Vs. Strategy ☚

Part Ⅱ☞ Tactics Vs. Strategy ☚ | Leadership, Management and EVOLVABILITY | Scoop.it

Strategy is deciding what you need to do; tactics are the specific steps you take to do it.

Good strategy requires tactical execution. New tactics open new strategic possibilities.

Strategic leadership basically means using strategy in the management of workers. The main strategy usually employed is to motivate workers to take the initiative to improve their productive input into the company. Strategy involves thinking and planning, while leadership inspires others to take the appropriate action.

This management model trains and encourages employees to best prepare the company for the future. Strategic leaders use leadership techniques that empower and motivate rather than bully employees.

Another goal is to create an environment in which employees anticipate the company's needs in relation to their own jobs. Employees in a workplace environment led by a strategic leader are encouraged to follow their own initiative.

Leaders reward quality workers by promoting them and offering incentives to do well for the company.Barking out orders to staff is certainly not a style that's conducive to a strategic type of leadership, and a coaching style of leading others is generally used instead.

Strategic management realizes that employees have a potential that should be encouraged in a respectful, yet motivating way. Leaders look to retain good employees while also forecasting how the company can run even more efficiently in the future...


The different types of Strategic Leadership:

  • Laissez-Faire...
  • Autocratic...
  • Participative...
  • Transactional...
  • Transformational...



► In-depth Definition ◁


>> Supportive and Enriching Info:







When a senior leader gets involved at a tactical level, it better be intentional. It sends a message.  If you’re managing in the weeds,  you can’t see the big picture.


Strategy Vs. Tactics from a Venture Capitalist


>> Part Ⅰ:


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Mhd.Shadi Khudr's comment, April 28, 9:29 AM
Ricard Lloria's comment, April 28, 12:16 PM
You´re so wellcome Mhd Shadi. Have a great week. Cheers
Mhd.Shadi Khudr's comment, April 28, 4:01 PM
Thanks so very much Ricard Lloria
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The Art and Science of Leadership: An ♝Iconic Insight♗

The Art and Science of Leadership: An ♝Iconic Insight♗ | Leadership, Management and EVOLVABILITY | Scoop.it

A comprehensive collection of articles and activities for developing leadership skills and knowledge. 

Welcome to The Art and Science of Leadership, a comprehensive collection of articles and activities for developing leadership skills and knowledge. 

Becoming a good leader is not easy, but with learning the correct skills and knowledge, putting them into practice, and adapting them to different situations will put you well on your way. 

♝♗ The guide starts below and is divided into three sections, Basics of Leadership, Team Leadership, and Advanced Leadership Skills. 

♝♗ Also included in this guide is an activities page that allows you to practice some of the concepts in order to develop your skills...

Mhd.Shadi Khudr's comment, April 12, 4:08 PM
All the very best
Mhd.Shadi Khudr's comment, April 13, 8:48 AM
Kindest regards
Mhd.Shadi Khudr's comment, April 15, 10:17 AM
Kindest regards
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Inspiring Leadership Video: Lead Simply™

Lead Simply 

Wonderful for opening or closing your meeting or event, the Lead [simply]™ video can stand on its own as an inspiring introduction to a meaningful discussion or add value to any other theme or topics you might be addressing.  

Written, directed, and narrated by Sam Parker (author of Lead Simply) this video is a thoughtful, high-resolution production that runs about 3 minutes. 

It includes a Leader's Guide with Sam's notes on how to introduce the video to a group. 

If you deepen the experience with the Lead Simply Video Discussion Package, you'll get an expanded and detailed Leader's Guide that can help you introduce and discuss the material in a much bigger way... 

Sam Parker says: http://amzn.to/1qYAAxv

Mhd.Shadi Khudr's comment, April 16, 3:52 AM
Glad you like it Richard. Please, accept my sincere greeting.
Ricard Lloria's comment, April 16, 8:57 AM
My pleasure Mhd. Shadi , sincerely greetings. Have a great day and week
Estelblau's comment, April 16, 11:54 AM
Big fat kiss for you both and Happy Easter!