Network Leadership
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Rescooped by june holley from Papers
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The impact of social networks on leadership behaviour

Dominant streams in leadership literature conceptualise it either as a role within sociopolitical structure or as a behavioural predisposition of agents. In this article, a number of hypotheses are tested via an empirical case study where interaction and affiliation networks across multiple decision experiments are coupled with attribute and psychometric data of the actors.  Findings suggest that in egalitarian political systems, centrality in social networks is directly associated with political success, while in political systems imbued with power inequalities successful actors are idiocentric brokers. The use of attitudinal micro-surveys, psychometric tests, observation and relational surveys is combined for a comprehensive mapping of group dynamics suited to questions of agency. 


Via Complexity Digest
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Rescooped by june holley from Thinking about Systems
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principles of networked management

principles of networked management | Network Leadership | Scoop.it

Principles of Networked Management: It is only through innovative and contextual methods, the self-selection of the most appropriate tools and work conditions, and willing cooperation that more creative work can be fostered. The duty of being transparent in our work and sharing our knowledge rests with all workers, especially management.


Via Steve Wilhite
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Rescooped by june holley from School Leadership, Leadership, in General, Tools and Resources, Advice and humor
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We Still Don’t Know the Difference Between Change and Transformation

We Still Don’t Know the Difference Between Change and Transformation | Network Leadership | Scoop.it
And it keeps holding us back.

Via Grant Montgomery, Sharrock
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Rescooped by june holley from Leadership, Innovation, and Creativity
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Forget The “To-Do” List, You Need A ‘Stop Doing’ List

Forget The “To-Do” List, You Need A ‘Stop Doing’ List | Network Leadership | Scoop.it
If you were given a few years to live, how would your life change? More importantly, what would you stop doing? (What do you need to *stop* doing?

Via F. Thunus, David Hain, Jose Luis Anzizar, Bobby Dillard, Suvi Salo, Ivon Prefontaine
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David Hain's curator insight, July 11, 2014 1:58 AM

If we can't alter 24 hours in every day, we need to stop doing some stuff to make more time for important stuff!

Ivon Prefontaine's curator insight, July 11, 2014 12:28 PM

I prefer a to be list. Who am I becoming today? That seems like a very important question.

Rescooped by june holley from Leadership, Strategy & Management
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Strategy Leadership and the Soul - Jennifer Sertl

Strategy Leadership and the Soul - Jennifer Sertl | Network Leadership | Scoop.it
I am taking the opportunity to share one of my favorite book dealing with leadership and our human kind... written by my dear friend Jennifer Sertl and Koby Huberman. Strategy, Leadership and the S...

Via Emeric Nectoux
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Emeric Nectoux's curator insight, January 29, 2014 4:11 PM

A must read for any manager / leader of the 21st century...


Ivon Prefontaine's curator insight, January 31, 2014 12:43 AM

This looks like a book that would be very useful for my dissertaton work. We don't often set aside time for the soul in our work. It is the essence of our work and where we find voice.

Rescooped by june holley from Peer2Politics
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Leveraging distributed leadership for Changemaking

My short presentation at the Maker Faire Rome session on P2P Economies. This presentation covers the story of how we built OuiShare from the very beginning. Oui

Via jean lievens
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Rescooped by june holley from 21st Century Learning and Teaching
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Sketch Note: How to Influence Without Authority | Leadership | EQ

Sketch Note: How to Influence Without Authority | Leadership | EQ | Network Leadership | Scoop.it

My work in corporate quality functions in the past involved influencing cross-functional teams (as an internal consultant) on processes and methods when I had no direct reporting relationships with them. I knew that only technical expertise was not enough and I wished I had some guidance on how to.


Learn more:


http://www.scoop.it/t/21st-century-learning-and-teaching/?tag=EQ


http://www.scoop.it/t/21st-century-learning-and-teaching/?tag=LeaderShip



Via Gust MEES
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Gust MEES's curator insight, December 17, 2015 8:49 AM

My work in corporate quality functions in the past involved influencing cross-functional teams (as an internal consultant) on processes and methods when I had no direct reporting relationships with them. I knew that only technical expertise was not enough and I wished I had some guidance on how to.


Learn more:


http://www.scoop.it/t/21st-century-learning-and-teaching/?tag=EQ


http://www.scoop.it/t/21st-century-learning-and-teaching/?tag=LeaderShip


Patricia Clason's curator insight, March 12, 8:38 AM

Valuable tips for all business relationships!!


Emeric Nectoux's curator insight, April 24, 3:50 AM

In her post: “How to Influence Without Authority”, Jesse Lyn Stoner offers useful guidance on the what she calls as “8 Portals of Influence”. Whether you lead backed by a formal authority or you lead without a title, these ideas should help you build influence.

 

    1. Character – Your own character is your greatest source of influence.
    2. Expertise – Do you have content knowledge and experience? Are you a thought leader?
    3. Information – Do you have access to valuable information?
    4. Connectedness – Do you form close relationships with people? Do they enjoy working with you? 
    5. Social intelligence – Do you offer insight into interpersonal issues that interfere with work and help facilitate resolution of issues? P
    6. Network – Do you put the right people in touch with each other? 
    7. Collaboration – Do you seek win-win solutions, unify coalitions and build community? 
    8. Funding – Do you have access to financial support? 

 

Rescooped by june holley from 21st Century Learning and Teaching
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Leadership Courage: Creating A Culture Where People Feel Safe To Take Risks

Leadership Courage: Creating A Culture Where People Feel Safe To Take Risks | Network Leadership | Scoop.it
The human ingenuity within any organisation are it's greatest competitive advantage. Yet according to the latest statistics, over half of todays workers are disengaged . When leaders are committed and actively working to engage, inspire and embolden – they unleash untapped potential and raise the bar not just on productivity, but on the value their organization contributes to all stakeholders.


Learn more:


http://www.scoop.it/t/21st-century-learning-and-teaching/?tag=LeaderShip



Via Dr. Susan Bainbridge, Gust MEES
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W. Bradley Gooderham's curator insight, January 28, 2015 4:38 PM

The future need innovators and the present needs innovative teachers to nurture them.   Creativity and the ability to innovate are natural characteristics but they must be built up and encouraged in our students, colleagues, and selves.


IteratED is committed to bringing out and nurturing the best in all of our faculty and students. We understand that this requires greater autonomy to make decisions and more trust in the natural ability to learn through exploration.


Are you a teacher who wants to reach for your highest potential? We are here to help you get there. Contact IteratED for more information on how together we can provide exceptional 21st-century education.

Roy Sheneman, PhD's curator insight, March 26, 2015 9:03 AM

Be strong and courageous.

Tony Palmeri's curator insight, October 24, 2015 12:40 PM

"...Human ingenuity within any organization is it's greatest competitive advantage". This quote alone made me scoop this resource. How do we tap into the resource that is our staff? Engaging with them in the classroom and in the hallways to build communication capacity is important. Inspiring staff to take risks is a tricky enterprise - leaders must value this sort of behavior. This means that attempts which result in failure must be cherished, not scrutinized as they often tend to be.  

Rescooped by june holley from 21st Century Learning and Teaching
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"16 Trends Shaping the Future of Ethical Leadership"

This infographic was first shared on Top 100 Thought Leader Linda Fisher Thornton's Blog at LeadinginContext.com/Blog. It has become a reader favorite. Intensi…


Learn more:


http://www.scoop.it/t/21st-century-learning-and-teaching/?tag=Ethics


http://www.scoop.it/t/21st-century-learning-and-teaching/?tag=LeaderShip



Via Gust MEES
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Ivon Prefontaine's curator insight, September 24, 2014 11:43 AM

When we allow external forces to be the sole adjudicators of what is ethical, we create ethical problems.

 

@ivon_ehd1

Ian Berry's curator insight, September 24, 2014 6:50 PM

I love the list of 16. It explains really well the shifts that are happening.

Rescooped by june holley from Leadership, Strategy & Management
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Neuroscience: Helping employees through change

Neuroscience: Helping employees through change | Network Leadership | Scoop.it

Hilary Scarlett explains how the practice of neuroscience analysis can help leaders get underneath the physiological barriers to organizational change.


Via Emeric Nectoux
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Emeric Nectoux's curator insight, April 21, 2014 5:24 AM

In this article, Hilary comes back to the root of the human brain behavior, to find out why change is a difficult process. How fear and uncertainty restrain our own capacity and as a consequence "an entire human organization" to be able to change.


"In fact the brain, when facing change and uncertainty, becomes like the brain of an adolescent, quick to get emotional and angry, struggling to think clearly."



Rescooped by june holley from SOCAPLocal
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Understanding the Future of Work: 8 Traits of Collaborative Leadership ... - Business 2 Community

Understanding the Future of Work: 8 Traits of Collaborative Leadership ... - Business 2 Community | Network Leadership | Scoop.it

With the collaborative economy pushing businesses into the next phase of social business, executives must learn how to motivate, encourage and lead employees [and customers too] in a way that adds value to everyone involved in the collaborative work environment. Employees and customers are collaborating on products, services and content more than ever before. In preparation for the collaborative economy, consider what role do executives play in fostering a collaborative environment when employees and customers can receive what they need from each other?

 


Via jean lievens, Kevin Jones
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Monica Ambrosini's curator insight, December 6, 2013 1:13 PM

Despite a bit too simple it's a concise and effective snapshot..

Ivon Prefontaine's curator insight, February 19, 2014 1:14 PM

Effective collaboration is about handling the tension that emerges from integrating personal and collective. It is about positive uses of power and its flow through the collective and each person.

Leadership Learning Community's curator insight, February 23, 2014 6:20 PM

Nice chart!