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New Leadership
The Changing Face of Modern Leadership
Curated by Roger Francis
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7 Things That Make Leaders Great

7 Things That Make Leaders Great | New Leadership | Scoop.it

Effective leadership is a persistent problem. It seems that hardly anyone knows how to do it. The only saving grace is that many who are supposed to lead recognize that they don’t know how. Here are seven things that make leaders great. If you can be effective in these, then your reputation will skyrocket.

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The paradoxes of creative leadership

The paradoxes of creative leadership | New Leadership | Scoop.it

The THNK model of creative leadershipCreative leadership is rich with paradoxes. Creative leaders are driven by their internal passion and purpose, yet they also have an externally oriented, explorative mindset. Creative leaders lead from the front by envisioning a better future, pointing the way and setting an aspiration, yet they achieve this by orchestrating a creative team, often leading from behind to bring out the best in others.
In this article, we describe the competencies of a creative leader in detail, and invite you to look in the mirror and see how you score on those key competencies. We explore the topic of paradoxes found in creative leadership and leave you with some practical suggestions on how to grow as a creative leader.


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David Hain's curator insight, July 15, 2015 4:36 AM

The THNK model of creative leadership. Exploring creative paradoxes and tensions.

Ian Berry's curator insight, July 15, 2015 6:38 PM

I like the paradox of leading from the front and the back I would add and alongside

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Whispers of Spiritual Leadership A New Paradigm

Whispers of Spiritual Leadership A New Paradigm | New Leadership | Scoop.it

What many leaders decry as “declining loyalty” may actually be subtle rejections of status and power relationships that people perceive as inhibiting their growth and development as humans.

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The 4 Key Habits of an A-Player

The 4 Key Habits of an A-Player | New Leadership | Scoop.it

In hard times, you need to make tough decisions for the sake of your business. Most importantly, you need the right people by your side. But how do you identify the people who will turn your business around? What are the characteristics of these "A players" that make them so critical?

I learned the hard way when the bubble burst in 2001 and LivePerson, like all other tech companies, was losing clients fast. We were forced to reduce our staff by more than half--from 180 down to 80.


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The Learning Factor's curator insight, July 14, 2015 7:21 PM

Evaluating the skill and will of your employees is a critical step when your business is at a crossroads.

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7 TED Talks that will make you a better leader

7 TED Talks that will make you a better leader | New Leadership | Scoop.it
Learn what it takes to become an exceptional leader.

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Adrian Bertolini's curator insight, July 15, 2015 12:56 AM

Each of these talks gives you a different — but important — perspective on leadership with immediate actions you can use today. Just tune in and be inspired by these seven short and amazing talks.

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Taking centre stage: What incoming CEOs can learn from actors

Taking centre stage: What incoming CEOs can learn from actors | New Leadership | Scoop.it

As in theatre, the audience makes up its mind within the first few minutes of a new lead character making their first appearance. The initial decisions of a new CEO and the way they communicate them can set the tone for the rest of their tenure, with people deciding instantly if they immediately believe and therefore support the new direction.


Indeed, on some occasions, the introduction of a new CEO can be a disconcerting plot twist, changing the storyline of a business irrevocably and forcing employees, shareholders and customers to re-evaluate their relationship with a company.

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Chris Brown's curator insight, July 15, 2015 9:21 AM

Interesting comparison.  In theatre, it is important to adjust based on the audience response.  So too as a leader we must understand our role and how it impacts the whole picture then be perceptive to the audience and adjust to assure success.

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Which Of These 4 Leadership Styles Are You?

Which Of These 4 Leadership Styles Are You? | New Leadership | Scoop.it
What’s your leadership style? You have a particular style, of course, but do you know what it is and how it compares to the styles of other leaders?

Over the past two decades of studying leaders, my team and I have found that there are really four fundamental leadership styles: Pragmatist, Idealist, Steward and Diplomat. Leaders can be effective or ineffective within each of these four styles, and there are a million subtle variations, but these four styles give us a way to pinpoint some major philosophical differences between leaders. (There’s a free leadership styles assessment to assess yourself.)

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David Hain's curator insight, July 14, 2015 6:56 AM

Interesting if simplistic leadership style assessment - maybe even more useful for it...

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The Art of Leadership and Lessons for Innovation

The Art of Leadership and Lessons for Innovation | New Leadership | Scoop.it
"The best way to predict the future is to create it," says leadership guru Peter Drucker.
The relevance of modern artists is measured to a great degree by their ability to refresh aesthetic concepts and innovate. Many artists who are now seen as cultural leaders created the future through breakthrough work, starting with the 16th century innovator and artist, Leonardo da Vinci, through to Damien Hirst, the most successful artist of our own time.

Innovation is based on thought and imagination, which, together, produce new, different concepts. These usually do not reveal themselves through structured processes and cannot be forced to come into existence. As Drucker has said, "Innovative people go out into the field, look around, ask questions and listen attentively. Analyzing the probability of a business opportunity means right and left-brain activity."

Consider how these examples of avenues of innovation are relevant to artists and business leaders.

Via David Hain, Marc Wachtfogel, Ph.D.
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David Hain's curator insight, July 14, 2015 7:03 AM

Fascinating take on great artists, creativity and innovation. Great pictures too!

Gary Bamford's curator insight, July 16, 2015 2:43 AM

The artists of leadership!

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The Management Skills You Need To Lead Your Team

The Management Skills You Need To Lead Your Team | New Leadership | Scoop.it
Leading a team is every kid’s dream. Who doesn’t want to be the hero that slays the enemy, gets the gold, and ultimately leads their people to success? But, the reality of leadership isn’t like…

Via massimo facchinetti, Marc Wachtfogel, Ph.D.
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Claude Emond's curator insight, July 20, 2015 8:24 PM

‘To become a leader, you first have to become a human being’ - Peter Senge

Dorothy Retha Cook's curator insight, July 27, 2015 1:46 PM

GREAT SHARE OF INFORMATION THAT CAN BE UTILIZED IN MORE AREAS OF LIFE THAN JUST BUSINESS IN EFFECTIVE WAYS!

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8 Killers of Motivation - and Ultimately Killers of Momentum - Ron Edmondson

8 Killers of Motivation - and Ultimately Killers of Momentum - Ron Edmondson | New Leadership | Scoop.it
Leaders need to remain motivated so they can help motivate their team. Leaders also need to be keenly aware of how motivated their team is at any given time. I have found over the years that regardless of how motivated I am if the people around me are unmotivated, we aren’t going to be very …

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Why Leadership Development Programs Fail: Weak Foundations

Why Leadership Development Programs Fail: Weak Foundations | New Leadership | Scoop.it
McKinsey made an argument for why leadership development programs fail. At Kotter International, we recognize the difficulty in successfully implementing these programs, but we also believe they can be a key component to helping you and your organization thrive in an increasingly complex world. Part 1 of this series highlighted the importance of setting and communicating realistic expectations around leadership development programs. Part 2 of this series explores the critical role of solid, empirical research as the basis for the development of these programs.

Via Steve Krogull, Marc Wachtfogel, Ph.D.
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Tap Your Hidden Strengths to Unleash Your Leadership Skills

Tap Your Hidden Strengths to Unleash Your Leadership Skills | New Leadership | Scoop.it
Everybody knows what comes easily to them and what they can never figure out but most opportunities fall in between.

Via Anne Leong
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Roy Sheneman, PhD's curator insight, July 13, 2015 8:34 AM

Unleash the leadership beast within....

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Four Reasons Why Blue Ocean Thinking Is Crucial

Four Reasons Why Blue Ocean Thinking Is Crucial | New Leadership | Scoop.it

The rising needs of consumers and their increasing voice means organisations need to move in new, creative directions.

Smartphones, YouTube, Twitter, Facebook, Wikipedia. Can’t imagine your life without these. Right? Yet, none of these existed just a stone’s throw ago.


In the past decade, the world has changed in significant ways, with dramatic shifts in almost everything we do. These shifts have profound implications on the world of strategy.

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leadership in perpetual beta

leadership in perpetual beta | New Leadership | Scoop.it
We believe technology is changing culture everywhere in the world, leading to the emergence of a new model of leadership.

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Leadership and Brilliance Are Not the Same

Leadership and Brilliance Are Not the Same | New Leadership | Scoop.it
When LinkedIn suggested "How I Lead" as the topic for this month’s Influencer series, I had to pause to consider how my thinking has evolved on the subject. How did I lead earlier in my career? How do I lead today? What has changed? What has remained constant? How do I synthesize what has worked particularly well?

I have founded and run four companies since 1994. In each case, I had a mission for value creation that was big, bold, important, clear, and I always made sure the mission was communicated to everyone on my team and to the external world with utmost authenticity.

When I started DAIS in 1994, my mission was to jumpstart a technology industry in Calcutta, using my MIT Computer Science background to plug that my birthplace into the global startup eco-system. My team of ~50 understood that mission well. I also got the media to root for us, inspiring them with that vision. This helped us tremendously in recruiting talent at a time when "startup" and "Calcutta" were incongruous concepts.

Three years later, in 1997, with more experience and perspective, I envisioned Intarka, a product company that would be built out of India with deep ties into Silicon Valley, drawing from the Valley’s Venture Capital industry. This was a time when Indians were primarily body shopping, and the now world-famous Indian IT Services industry was just gathering early momentum. "Product" was far from anybody’s mind. My team, however, got inspired by this bold, futuristic vision, and helped me deliver a beta product in nine months. The technology had core IP (Artificial Intelligence, again, way before its time), and I did raise venture capital in Silicon Valley from NEA. The story didn’t end well, because we made a hiring error in bringing an incompetent CEO on board, and he fired me.

In 1999, I envisioned Uuma, one of the first-ever personalized online fashion brands focused on busy professional women. I was, once again, way before my time. However, the clarity of the mission was unquestionable. I had no difficulty recruiting high-quality team members, including Bruce Baas whom I hired out of Bergdorf Goodman as our VP of Merchandising. And once again, because of the clarity and boldness of our vision, we were able to get tremendous media coverage in the fashion industry, close important deals with top designers, and eventually catch Ralph Lauren’s attention as an acquisition target.

Today, I run One Million by One Million (1M/1M), the first and only global, virtual accelerator in the world. The mission is clear and bold: to democratize entrepreneurship education and incubation. To help a million entrepreneurs reach a million dollars and beyond in annual revenue. To help build a trillion dollars in global GDP. We are, once again, somewhat ahead of our time. However, we have been able to communicate our vision with tremendous clarity and focus, and build momentum behind the concept. I am willing to give this endeavor the next 30 years to make it successful. That clarity, that focus, that commitment, that conviction is compelling. My team, our customers, our community, our partners – all find it inspiring.

So, to net it out, my humble advice to all those who are trying to learn leadership, is to achieve clarity in your own mind, first, on what you want to achieve. Clarity is the highest form of human intelligence. It is very hard to achieve. Human mind is a cluttered place. Sifting through that clutter and finding a core mission isn't an easy endeavor.

Once you have clarity in your own head, the next thing to learn is how to communicate that vision to your stakeholders. What is the narrative you build around the vision that helps you inspire people around you?

And finally, of course, execution. Not one day. Not one week. Not one month. You need to execute every day, week after week, month after month, year after year. It’s a marathon, not a sprint. Persistence, resilience, staying power – ultimately, these strengths win over market challenges. I didn’t always have staying power in my career. Earlier on, I had visa challenges as an immigrant on H1B. This put me in a corner when I got fired from Intarka. I could not control that externality. I could not fight back. Over time, however, I have acquired staying power, and today, I am able to stand before you and say that I will give my vision for 1M/1M 30 years of my life. 

One of my great weaknesses, as you may have noticed in reading this article, is timing. I am generally ahead of my time. I am aware of this weakness. This is why, for my work to achieve its full actualization, staying power is super important.  To develop and educate the market and tackle the timing issue, I need to give my vision a chance over a longer horizon. My choice not to take venture capital is an important one in acquiring this longer runway.

At the end of the day, brilliance will only get you so far. Leadership and brilliance are not the same. Leadership requires the willingness to do mundane things, paying attention to details that many brilliant people would consider beneath them.

My interest is in fully seeing my vision through to fruition, however long it takes. I conceptualize with clarity and boldness, I communicate with authenticity, and I execute with focus.

It works, more or less.

Via Linda Holroyd, David Hain
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Linda Holroyd's curator insight, July 14, 2015 11:28 AM

Great advice: Conceptualize with clarity and boldness; Communicate with authenticity; Execute with focus.

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How to Co-Lead a Team

How to Co-Lead a Team | New Leadership | Scoop.it
Two heads aren’t automatically better than one.

Via Marc Wachtfogel, Ph.D.
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Marc Wachtfogel, Ph.D.'s curator insight, July 14, 2015 3:05 PM

"We don’t lead alone. We lead with others. The days of the ‘Great Man’ theory of Leadership – where one sole leader rules over the masses from their ivory tower, are long gone.


Some of us quite literally lead with another person – we co-lead a project, a team, or an organization with a peer. A study by Pearce and Sims (2002), published in Group Dynamics, found that shared leadership is a useful predictor of team effectiveness. Other research suggests shared leadership can also lead to greater team interaction, increased collaboration and coordination, as well as novel and more innovative solutions. But while co-leadership can be energizing and rewarding, if the relationship isn’t strong, the arrangement can easily become draining and frustrating."

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Women in Leadership: Why women have the skills to succeed

Women in Leadership: Why women have the skills to succeed | New Leadership | Scoop.it

Do you have an impossible dream? Well, research shows that women should maybe take a chance when the odds are against them, as they have the perseverance and innate reasoning skills to succeed when men give up, says Rhian Morgan

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How Great Leaders Make Great Decisions

How Great Leaders Make Great Decisions | New Leadership | Scoop.it
You have an idea. It’s a good idea. Scratch that. It’s a great idea.But how do you know if it’s an idea whose time—at least where your organization is concerned—has come?Conventional wisdom says you need plenty of resources (people, time and money). You need buy-in from key stakeholders. You need support at the top levels of the organization. And don’t forget a great plan and a doable timeline.But everyone knows that stuff.Here are some less obvious ways to know the time is not yet right to push for and drive a major change:You haven’t found the deepe

Via Marc Wachtfogel, Ph.D.
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One Word that Limits Leadership Effectiveness

One Word that Limits Leadership Effectiveness | New Leadership | Scoop.it
Words have power.  Lots of power.  Sometimes, it only takes one word to shut someone down, have them discount your feedback and make you powerless as a leader. BUT Even in well-meaning hands, it is...

Via Dan Forbes, Marc Wachtfogel, Ph.D.
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Much Of Thought Leadership Is Thought Followship

Much Of Thought Leadership Is Thought Followship | New Leadership | Scoop.it
Because of the effectiveness of content marketing, a large percentage of professional services firms are making concerted attempts to become thought leaders. The complication from all their efforts is that many of them are turning out to be failures at developing a high-impact professional profile. They are failing at accomplishing their goal of becoming the “go-to” authority for a particular expertise in spite of the time, energy, and monies they are putting into the effort.

There are a number of reasons for these failures including misunderstanding the intended audiences for the thought leadership content and failing to capably distribute the thought leadership content to the intended audiences. One of the major causes of failure is that the thought leadership content lacks value. For example, their content is a copy of what another professional services firm has done very well. As such, the professional services firm is basically saying “me-too” instead of “me-first.” This approach, therefore, cannot enable the thought follower to create a brand as a leading authority in the field. Very often, the content these thought follower firms are producing is justifying the expertise of the first mover. Simply put, these professional services firms are thought followers, not thought leaders.

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David Hain's curator insight, July 14, 2015 7:00 AM

Is most thought leadership simply re-pacjkaged 'me-too'? Interesting reflection.

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12 Ways To Engage Both Sensing and Intuitive Employees

12 Ways To Engage Both Sensing and Intuitive Employees | New Leadership | Scoop.it

To be an effective leader and manager, you need to be able to communicate and harness the commitment of both sensing and intuitive employees.

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Mission Statement - Twenty Words That Saved A Company

Mission Statement - Twenty Words That Saved A Company | New Leadership | Scoop.it

Deep into the 21st century, many organizations struggle with their identity even though most of them have written a Mission Statement. This document should guide them to do the right thing.

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How to Deal With a Narcissistic Leader

How to Deal With a Narcissistic Leader | New Leadership | Scoop.it
If you're working under a narcissistic leader, you know that nothing creates a more poisonous work environment. It may seem to be impossible to overcome, but take heart: it really can be done.

Via Steve Krogull, Marc Wachtfogel, Ph.D.
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The 5 Types of Leaders

The 5 Types of Leaders | New Leadership | Scoop.it

According to Harvard Business Review research, authoritative leaders boast the strongest correlation with a positive work environment.


Via massimo facchinetti, Marc Wachtfogel, Ph.D.
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Ten Questions to Ask After Setting Your Goals

Ten Questions to Ask After Setting Your Goals | New Leadership | Scoop.it
Here are ten questions to ask yourself that can accelerate your goal achievement whenever you ask them.

Via Kevin Watson, Roy Sheneman, PhD
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Roy Sheneman, PhD's curator insight, July 10, 2015 8:33 AM

Keep pushing forward to achieve your goals...