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New Leadership
The Changing Face of Modern Leadership
Curated by Roger Francis
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Role of Culture and Leadership in Employee Well-Being

Role of Culture and Leadership in Employee Well-Being | New Leadership | Scoop.it

The recently reported domestic violence incidents involving two NFL players (Ray Rice and Adrian Peterson) sparked a lot of talk about the link between these kinds of violent acts and the league’s warrior culture, where athletes are perpetually “primed” for combat and are taught to maintain stoic in the face of injuries that would make it hard for lesser men to get out of bed in the morning. Nate Jackson vividly documents this in his superb memoir, “Slow Getting Up,” in which he catalogues the many injuries that dogged his 6 year NFL career. His matter-of-fact tone indicating his casual acceptance of the league’s underlying ethos: “Decide what you’re going to do and do it violently.” Regarding one’s injuries before taking the field, he says, “Every game a needle.” Pain, according to Jackson, is something you “shake off” — to do otherwise is to betray weakness, which is clearly not an option if you want to continue collecting paychecks in the NFL.

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Multiply the Trust Factor Inside Your Organization

Multiply the Trust Factor Inside Your Organization | New Leadership | Scoop.it
These 10 principles will go a long way toward enhancing employees' commitment to the company.
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11 Leadership Lessons from Alexander the Great

11 Leadership Lessons from Alexander the Great | New Leadership | Scoop.it

Although the ‘Great Man’ theory of leadership belongs to the scrapheap of history, its allure continues to mystify. Underlying this theory is the assumption that if the right man (yes, it is often assumed to be a man) for the job emerges, he will almost magically take control of a situation and lead a group of people into safety or success. While such leaders are rare, there are times when a singular individual steps out from the crowd and serves as a paragon of leadership.

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donhornsby's curator insight, December 1, 2014 9:54 AM

(From the article): Encourage and support followers

Alexander knew how to encourage his people for their excellence in battle in ways that brought out greater excellence. He routinely singled people out for special attention and recalled acts of bravery performed by former and fallen heroes, making it clear that individual contributions would be recognised. He also had the ability to be a ‘container’ of the emotions of his people through empathetic listening.



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Laying the Foundation

Laying the Foundation | New Leadership | Scoop.it

While organisations may be becoming increasingly aware of the benefits of a strong coaching culture, translating this into practice is a very different matter. Here, Damian Goldvarg shares the International Coach Federation’s latest insights into Building a Coaching Culture – how to do it and what it can mean for you.

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Great Leadership: How to Overcome the 3 Organiz...

Great Leadership: How to Overcome the 3 Organiz... | New Leadership | Scoop.it

Great Leadership: How to Overcome the 3 Organizational Barriers to Leadership Development on Supports for Leadership curated by Mark E. Deschaine, PhD


Via David Hain
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Is transformational change the new business mantra?

To compete, businesses are being forced to change how they operate. This article looks at how one company leveraged best practices to achieve transformational change.

Via Dr. Susan Bainbridge
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8 Qualities of Leaders Who Deliver Value Every Day

8 Qualities of Leaders Who Deliver Value Every Day | New Leadership | Scoop.it
Before assuming your next leadership role, run through the following checklist to ensure you're on the right track.

Via Tom D'Amico (@TDOttawa)
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John Michel's curator insight, November 29, 2014 8:05 AM

There’s a fine line between confidence and arrogance. Confidence comes from certainty and self-assurance of one’s abilities, whereas arrogance embellishes a person’s self-worth by disparaging others.

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Subtle sabotage: The invisible impediment to change

Subtle sabotage: The invisible impediment to change | New Leadership | Scoop.it
Change is a deeply human phenomenon, activating deeply human responses that don’t always help to advance organizational goals relative to change. But g

Via Adrian Bertolini
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Adrian Bertolini's curator insight, November 28, 2014 6:08 PM

I find this is the situation in most schools - the "change fatigue" of the teachers leads to subtle sabotage. It is critical that the school leadership have a clear strategic vision and plan and work together with teachers to support their goal to be great teachers

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3 Personalities That Help Teams Shine

3 Personalities That Help Teams Shine | New Leadership | Scoop.it

There’s something inherently powerful about a group of individuals working together to accomplish a common goal. Business is no different.


Teams are at the core of how business gets done. As the manager of a team of professionals, there are a lot of questions I constantly ask myself. How do I get the most out of my team? How do I help them work together more effectively to be more productive? How do I challenge them to develop, both personally and professionally?

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The 6 Basic Leadership Styles and When to Use Them

The 6 Basic Leadership Styles and When to Use Them | New Leadership | Scoop.it
Good leaders need to be able to vary their leadership style and move between the styles mentioned here in response to the prevailing situation. These styles used in combination should enable a far more effective leadership that delivers tangible improvements in team performance, but relies upon the judgement of the leader in selecting the most appropriate style.

Via David Hain, Jean-Philippe D'HALLUIN
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David Hain's curator insight, November 26, 2014 3:27 AM

A good 101 on Goleman's famous leadership styles and why/when/how to flex them.

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Successful change management involves the employees

Successful change management involves the employees | New Leadership | Scoop.it
Successful change management involves the employees. Change must not be imposed upon employees. Engage people at all levels.
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Why the future leader will be a good listener

Why the future leader will be a good listener | New Leadership | Scoop.it
The role of today’s leaders is much more complex than ever before. Professionals now have to operate in a VUCA (Volatile, Uncertain, Complex and Ambiguous) environment where the only certainty is change. Jerry Gray, Managing Director at Veredus, tells us why he thinks leaders need to be good listeners
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Ready, set, grow: rekindling your company's growth potential

Ready, set, grow: rekindling your company's growth potential | New Leadership | Scoop.it
Going for growth requires a different mindset and a different leadership style to riding out a downturn. Andrew Morris, CEO of the Academy for Chief Executives, gives advice to business leaders on how to pull it all together in a more healthy economic climate
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The Mind Map of Blue Ocean Leadership

The Mind Map of Blue Ocean Leadership | New Leadership | Scoop.it
Releasing the ocean of untapped talent and energy of employees is something few companies can afford not to do. Visualising blue ocean leadership in comparison to conventional leadership practices will help you with implementation.

As we describe in our recent series of articles on INSEAD Knowledge, blue ocean leadership can help organisations realise oceans of employee potential and stop leaders from wasting their time. The step-by-step process we’ve outlined gives organisations and leaders a clear roadmap to approach the implementation of blue ocean leadership.
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Successful Organisational Change Stands on These Three Legs

Successful Organisational Change Stands on These Three Legs | New Leadership | Scoop.it
Examining Johnson’s failure at J.C. Penney and Schulz’s success at Starbucks shows how successful organisational change is built on brand, culture, and patience.
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Making Capabilities Explicit is The Work of Leadership

Making Capabilities Explicit is The Work of Leadership | New Leadership | Scoop.it
Making capabilities explicit is the work of leadership. But it is not theirs alone.

As business models change and workforce demographics shift to younger workers, leaders not only need to define strategic intent, it is essential that they mobilise the organisation’s talent through capability development.
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donhornsby's curator insight, December 1, 2014 10:01 AM

(From the article): Leader’s Role in Shaping Capabilities

The process of identifying capabilities is not a solitary exercise. Making them explicit, however, is the role of the leader. Most leaders, along with their senior teams, apply themselves diligently to the process of designing strategy, communication, organisation mission and vision. Some leaders may also excel at communicating strategic intent to down and across the organisation.

María Dolores Díaz Noguera's curator insight, December 1, 2014 1:19 PM

Las Capacidades del Líder ... Hacer Capacidades explícita es la obra de Liderazgo |scoopit travésLeadershipABC http: //sco.lt / ...

Steve Bax's curator insight, December 2, 2014 4:56 AM

Fascinating article scooped by Roger Francis on the critical link between capabilities and effective strategy implementation. Clear reference points to emergent strategy and competitive advantage but some very good thinking too. This is a 'must read' for strategic marketers given the importance of matching organisational capability with market needs and wants.

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To Be a Better Leader, Lead Like a Guide

To Be a Better Leader, Lead Like a Guide | New Leadership | Scoop.it

Mountaineering and business share many common aspects. Here Chris Maxwell demonstrates how business leaders who lead like mountain guides provide the kind of leadership that supports the vision of their organisation and uplifts the people who work to make that vision a reality.

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Why Change Is So Hard And How To Lead And Be the Change In 5 Simple Steps

Why Change Is So Hard And How To Lead And Be the Change In 5 Simple Steps | New Leadership | Scoop.it
Why Change Is So Hard And How To Lead And Be the Change In 5 Simple Steps Intelligenthq We live in a time of ever accelerating transformation and change, r

Via Dr. Susan Bainbridge
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donhornsby's curator insight, November 30, 2014 8:36 AM

(From the article): We’re in a world full of opportunities. Some of them look scary, but they are definitely out there to make our world a better place. Every stage of the emotional roller coaster is normal and to be expected. When you are mindful and manage the emotions consciously, you can become the change you want to see in the world.

Kimberley Richardson's curator insight, December 1, 2014 12:16 PM

What we resist, persists.  Change is a part of life and something we must embrace.  True leaders understand this.

Ivo Nový's curator insight, December 3, 2014 6:51 AM

But how do we take our scared self into a brighter future through this human emotional roller-coaster? See and follow those interesting and winning steps in the article..

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Four types of inept leader

Four types of inept leader | New Leadership | Scoop.it

I am thoroughly fed up with the constant stream of advice we never see taken by leaders, so I offer some raw thoughts I consider deeply rooted in reality as to why all but a very few leaders at any level are totally inept.


My current favourite leadership quote is from Kouzes and Posner: “Leadership is a process not a position”.


I believe far too many ‘leaders’ feel the title is enough – showing a distinct lack of ability to lead the ‘process’.


So here are my brief thoughts on why so many leaders are totally incapable...

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Dimensions of Change: Imperative, Permission and Engagement

Dimensions of Change: Imperative, Permission and Engagement | New Leadership | Scoop.it

I've been working around change this week: exploring how an organisation builds a change culture. This sketch outlines a co-created and co-owned model of change that's fit for the Social Age. 

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Smart, Smarter or SmarterER – Four imperatives for contemporary leaders

Smart, Smarter or SmarterER – Four imperatives for contemporary leaders | New Leadership | Scoop.it

The fact is; very few bosses have become smarterER...

 

The world has changed – and not by the kind of delta we had gotten accustomed to. No! The leap has been gigantic. Demographics have changed, technology has changed and of course our recipes for success have changed. In fact, everything has changed but bosses have not.

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Rescooped by Roger Francis from LeadershipABC
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What Maslow’s Hierarchy Won’t Tell You About Motivation

What Maslow’s Hierarchy Won’t Tell You About Motivation | New Leadership | Scoop.it

Despite the popularity of Maslow’s Hierarchy, there is not much recent data to support it. Contemporary science — specifically Dr. Edward Deci, hundreds of Self-Determination Theory researchers, and thousands of studies — instead points to three universal psychological needs. If you really want to advantage of this new science – rather than focusing on a pyramid of needs – you should focus on: autonomy, relatedness, and competence.


Via Kenneth Mikkelsen
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Lauran Star's curator insight, November 28, 2014 4:06 PM

Understanding what motivates you brings greater success!

 

Sue Gaardboe's curator insight, November 28, 2014 4:55 PM

This struck such a cord with me.  I can pin point the moment when I recognised that my life was my responsibility, and can see the energy that flowed from that realisation and how it's influenced every decision and action in my life. We introduce the idea to our students in a general way, (Why is it your Mum's fault that you left your homework at home?Isn't it your responsibility?) but certainly don't help them to appreciate it deeply in their lives.

Jason Leong's curator insight, January 3, 2015 12:14 AM

"Despite the popularity of Maslow’s Hierarchy, there is not much recent data to support it. Contemporary science [...] instead points to three universal psychological needs. If you really want to [take] advantage of this new science – rather than focusing on a pyramid of needs – you should focus on: autonomy, relatedness, and competence."

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Avoidance – the quiet route to leadership derailment

Avoidance – the quiet route to leadership derailment | New Leadership | Scoop.it
Jeremy Caufield said that 'Our biggest problems arise from the avoidance of smaller ones'. Are you leaders and managers guilty of avoidance? Gillian Hyde explains how to identify it – and the problems it can cause
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How To Delegate Purpose In Your Organization

How To Delegate Purpose In Your Organization | New Leadership | Scoop.it
Discover how leaders can transform delegation into a more effective tool to strengthen employee morale and drive organizational success.
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Organizational culture is like an iceberg

Organizational culture is like an iceberg | New Leadership | Scoop.it
Titanic sank after colliding with an iceberg - Organizational culture is like an iceberg. Don't leave the organizational iceberg unattended!
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