The change we feel is broad, which is why our adaptation must be holistic. Some patterns play out in minutes or days, others with geological slowness: mountains rising and falling whilst mayflies live out their day. The segmentation we view the world with is, to large degree, artificial: we talk of leadership and learning, sustainability…
Leadership is no longer defined by years spent in the industry, seniority with the company or the number of gray hairs on our heads. Innovation and social strategies play an increasing role in who wins – and who gets left behind. Often by necessity, leadership is getting younger, stronger and more diverse
In a classic article for the Journal for Strategic Performance Measurement, Margaret Wheatley and Myron Kellner-Rogers explain that behaviors – “commitment, focus, teamwork, learning, quality”(...), people paying “attention to those things that contribute to performance (...) are never produced by measurement. They are performance capabilities that emerge as people feel connected to their work and to each other. They are capacities that emerge as colleagues develop a shared sense of what they hope to create together (...). Each of these qualities and behaviors (...) is a choice that people make”. However, “measurement is critical” and the authors provide some insightful perspectives on design criteria for measure processes.
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.
True innovation starts with ditching the ideal of perfection.
Studies have shown that self-doubt can potentially be a major hurdle to women's success. There's evidence we might not ask for a promotion, apply for a job we're absolutely qualified for or execute on a big idea because we're not as confident in our abilities as men.
Most girls are taught to avoid risk and failure. We're taught to smile pretty, play it safe, get all A's. Boys, on the other hand, are taught to play rough, swing high, crawl to the top of the monkey bars and then just jump off head first.
Whilst doing research in preparation for a keynote presentation at the University of Cambridge on the theme of 'making connections' I happened upon a series of tweets from Howard Rheingold. Howard has played a significant part in my digital learning journey. I have had the privilege of taking part in online courses he has facilitated, read his books…
There is no real leadership without change. If you are simply “sustaining” what already exists, you are not a leader because real leadership is about change – moving people, processes, outcomes and culture to a better place. In an organizational context, there is no change without some
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.
Innovation leadership refers to the different leadership styles needed to influence employees’ innovative behaviour to generate creative ideas that promote innovative products, services, and solutions in organisations.
This style of leadership is one that fosters the following nine dimensions which are critical to promote a climate conducive to creative thinking and organisational innovation. The corresponding questions for each dimension will assist you to determine how many boxes you can tick, and whether innovative leadership is happening within your team/organisation.
Numerous studies show that emotional intelligence scores predict performance on critical life success factors. How strong is this effect? Many studies have been conducted with small samples, and frequently the samples are primarily university students, so a new study examined over 75,000 individuals (primarily managers and employees from over 15 workplace sectors) from 126 countries. As shown in the graph below, there is an extremely strong, positive relationship between emotional intelligence test scores and success scores:
Leadership ain’t what it used to be. The image of a great white man at the top of the pyramid is, we can only hope, gone forever. The question now is, “What will take the place of that image?” What is leadership in a world of open boundaries, multiple differences, and massive interdependencies? Glenda explores these questions in this month’s ATTRACTOR.
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