New Leadership
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The Changing Face of Modern Leadership
Curated by Roger Francis
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Stories – a leader’s greatest secret weapon  

Stories – a leader’s greatest secret weapon   | New Leadership | Scoop.it

Before the advent of the Gutenberg press, business and trade was conducted orally. We shared stories. We then ‘progressed’ to creating rational, analytical and factual memos and reports for the communication of everything important.

600 years or so later and we are relearning what we our early ancestors perfected around the campfire, that we can’t engage both hearts and minds with facts alone, that statistics won’t spur us on to the behavioural change needed to transform a culture or beat the competition, that a spreadsheet can’t fire the imagination.

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5 Tips For Improving Leadership Communication

5 Tips For Improving Leadership Communication | New Leadership | Scoop.it

Leadership communication is much more than the words we say and how we articulate what we want to team to “hear.” Effective communication is also about emotional intelligence, knowing your audience and active listening.


Via donhornsby
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donhornsby's curator insight, May 25, 9:53 AM
(From the article): Stay calm and be positive. Calm is contagious. And so is panic.Smile. Carry yourself with confidence. And try not to wear your emotions on your sleeve. I am not saying to deny our normal human functions but be aware that effective communication is about 7% the words we say. The rest is about body language, tone and delivery.
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7 Steps to Managing a Remote Team Successfully

7 Steps to Managing a Remote Team Successfully | New Leadership | Scoop.it
Learn how to manage a remote team successfully with helpful tips from Ahna's Snapchat community.

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donhornsby's curator insight, May 15, 11:32 AM
(From the article): Create in-house atmospheres by personal interactions. Have you ever been on a conference call and everyone is trying to speak while also trying to be polite? Have you been working online for so long that you forget who’s on the other side? Do you find yourself communicating too emotionally? I think the online community suffers from a lack of compassion, and I don’t necessarily think that is our fault. It’s easy to forget we are dealing with legit humans on the other side because our world’s largest mode of operating is via electronic equipment. “Communication is KEY.. and often. Via video and audio conference calls, we held meetings EVERY week, even if there wasn’t anything significant to discuss. Recognition in front of peers works WONDERS! And builds trust, respect, and appreciation for the supervisor,” said Liz (@lovelycreationz). To create an in-house atmosphere, meetings should be conducted via video. Why? Because seeing faces will cultivate emotion among the team for one another, makes everyone stay focused on the meeting, makes it easier to share ideas and information without cutting one another off, and keeps frustration to a minimum. Even though everyone won’t always look nice or have the best background setting, it’s important to find ways to remind one another we are a team, and we’re comprised of real people.
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12 Critical Competencies For Leadership in the Future by Tanmay Vora

12 Critical Competencies For Leadership in the Future by Tanmay Vora | New Leadership | Scoop.it
The rate of change in the business world today is greater than our ability to respond. In a world that is often describe…

Via Tom D'Amico (@TDOttawa)
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Are you a leader (in name only)? Counterfeit Leadership

Are you a leader (in name only)? Counterfeit Leadership | New Leadership | Scoop.it
This article showcases five traits of an outstanding leader. Is also exposes counterfeit leadership … A leader in name only.

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donhornsby's curator insight, April 18, 8:55 AM
(From the article): Real leadership also means making hard choices, overcoming difficult challenges, and encouraging constituents to embrace change. Real leaders are not afraid to take a firm stance and accept responsibility for their decisions. In so doing, decisions are never made to win a popularity contest or to placate everyone by being all things to all people. Precious resources are allocated in areas where they provide the greatest good while carefully balancing short-term performance with long-term success. And, while you may not always agree with a real leader’s decision, you’ll always know that every decision was made in an honest, fair, and objective fashion. You’ll never have to second-guess a real leader’s intent; you’ll know what he or she stands for.
Ivon Prefontaine's curator insight, April 18, 9:38 AM
When we focus on accountability, leadership is no longer leadership. Leadership is about accepting responsibility. Yes, there are external structures that hold us to account, but how we repond (same root as reponsible) is how we experience being a leader. The other thing we do is conflate leadership and management. They are different and play partcular roles in  leading.
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Self Awareness | Situational Leadership Model

Self Awareness | Situational Leadership Model | New Leadership | Scoop.it
Kenneth Blanchard and Paul Hersey’s situational leadership model tells us that managers could use different leadership styles depending on the situation.

Traditionally the model allows you to analyse the situation that you’re in and then use the leadership style that is most appropriate. Also, your style is likely to change depending on the competences and commitment levels of your staff and so from person to person. You might lead the same person in one way in one situation and another way in a different situation.

The pair characterised leadership style in terms of the amount of direction and support that the leader needs to give to members of the team and created a simple matrix:

 

Learn more / En savoir plus / Mehr erfahren:

 

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

 

http://www.scoop.it/t/21st-century-learning-and-teaching/?tag=Situational+Leadership+Theory

 


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Gust MEES's curator insight, April 17, 3:52 PM
Kenneth Blanchard and Paul Hersey’s situational leadership model tells us that managers could use different leadership styles depending on the situation.

Traditionally the model allows you to analyse the situation that you’re in and then use the leadership style that is most appropriate. Also, your style is likely to change depending on the competences and commitment levels of your staff and so from person to person. You might lead the same person in one way in one situation and another way in a different situation.

The pair characterised leadership style in terms of the amount of direction and support that the leader needs to give to members of the team and created a simple matrix:

 

Learn more / En savoir plus / Mehr erfahren:

 

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

 

http://www.scoop.it/t/21st-century-learning-and-teaching/?tag=Situational+Leadership+Theory

 

 

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Decoding leadership: What Really Matters

Decoding leadership: What Really Matters | New Leadership | Scoop.it

Telling CEOs these days that leadership drives performance is a bit like saying that oxygen is necessary to breathe. Over 90 percent of CEOs are already planning to increase investment in leadership development because they see it as the single most important human-capital issue their organizations face. And they’re right to do so: earlier McKinsey research has consistently shown that good leadership is a critical part of organizational health, which is an important driver of shareholder returns.

 

A big, unresolved issue is what sort of leadership behavior organizations should encourage. Is leadership so contextual that it defies standard definitions or development approaches? Should companies now concentrate their efforts on priorities such as role modeling, making decisions quickly, defining visions, and shaping leaders who are good at adapting?


Via The Learning Factor
Roger Francis's insight:

New research suggests that the secret to developing effective leaders is to encourage four types of behavior.

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Linda De Vries's curator insight, April 4, 12:55 PM

New research suggests that the secret to developing effective leaders is to encourage four types of behavior.

Adele Taylor's curator insight, April 4, 5:41 PM

New research suggests that the secret to developing effective leaders is to encourage four types of behavior.

Daniel Perskawiec's curator insight, April 11, 12:18 PM
Very insightful information right there! To succeed one needs to have excellent rapport skills on the inside (called integrity) and on the outside to exhibit these behaviours. Excellent list!
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The Science Behind How Leaders Connect with Their Teams

The Science Behind How Leaders Connect with Their Teams | New Leadership | Scoop.it
 

Research shows that in leaderless groups, leaders emerge by quickly synchronizing their brain waves with followers through high quality conversations. Simply put, synchrony is a neural process where the frequency and scale of brain waves of people become in sync. Verbal communication plays a large role in synchronization, especially between leaders and followers. Synchrony between leaders and followers leads to mutual understanding, cooperation, coordinated execution of tasks, and collective creativity.

On the surface, brain synchrony seems easy to understand. It simply implies that people are literally on the same wavelength. Yet, at a deeper level, interpersonal synchrony involves much more. Dr. Daniel Siegel explains that “presence”, “wholeness”, and “resonance” are at the core of the ability to develop synchrony. Recent advances in brain science can help leaders learn to synchronize with followers on these deeper levels:


Via The Learning Factor
Roger Francis's insight:

Three ways to achieve synchrony.

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Stephania Savva's curator insight, April 3, 2:02 PM

Three ways to achieve synchrony.

RSD's curator insight, April 4, 1:38 AM

Three ways to achieve synchrony.

Lolitastad Stockholm's curator insight, April 4, 3:30 AM

Three ways to achieve synchrony.

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4 Hard Questions to Ask About Your Company’s Purpose

4 Hard Questions to Ask About Your Company’s Purpose | New Leadership | Scoop.it
It needs to hold up through uncertain times.

Via donhornsby
Roger Francis's insight:
(From the article): As a leader, you are the channel for your organization’s purpose; if it fails to connect with you, it can hardly connect with others. The corporate purpose answers the why for the organization, but what about for you? What is the link between your personal story and the story told about your company? One key to ensuring connection is to focus on your legacy. The legacy of purpose bears your personal imprint as a leader. As you pass it on, it will change but retain its roots in what you contributed and in what earlier generations brought to you. We know that executives today have to deal with all kinds of unpredictable short-term pressures. And yet we believe that as organizations face stronger crosswinds purpose becomes even more important — not less so. That’s because the what and how of business will need to change more frequently in a volatile world. This leaves purpose, the why, as the primary compass for navigating key decisions.
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donhornsby's curator insight, March 23, 9:14 AM
(From the article): As a leader, you are the channel for your organization’s purpose; if it fails to connect with you, it can hardly connect with others. The corporate purpose answers the why for the organization, but what about for you? What is the link between your personal story and the story told about your company? One key to ensuring connection is to focus on your legacy. The legacy of purpose bears your personal imprint as a leader. As you pass it on, it will change but retain its roots in what you contributed and in what earlier generations brought to you. We know that executives today have to deal with all kinds of unpredictable short-term pressures. And yet we believe that as organizations face stronger crosswinds purpose becomes even more important — not less so. That’s because the what and how of business will need to change more frequently in a volatile world. This leaves purpose, the why, as the primary compass for navigating key decisions.
Dean J. Fusto's curator insight, March 23, 2:06 PM
(From the article): As a leader, you are the channel for your organization’s purpose; if it fails to connect with you, it can hardly connect with others. The corporate purpose answers the why for the organization, but what about for you? What is the link between your personal story and the story told about your company? One key to ensuring connection is to focus on your legacy. The legacy of purpose bears your personal imprint as a leader. As you pass it on, it will change but retain its roots in what you contributed and in what earlier generations brought to you. We know that executives today have to deal with all kinds of unpredictable short-term pressures. And yet we believe that as organizations face stronger crosswinds purpose becomes even more important — not less so. That’s because the what and how of business will need to change more frequently in a volatile world. This leaves purpose, the why, as the primary compass for navigating key decisions.
Vincent PEIFFERT's curator insight, March 25, 3:26 AM
(From the article): As a leader, you are the channel for your organization’s purpose; if it fails to connect with you, it can hardly connect with others. The corporate purpose answers the why for the organization, but what about for you? What is the link between your personal story and the story told about your company? One key to ensuring connection is to focus on your legacy. The legacy of purpose bears your personal imprint as a leader. As you pass it on, it will change but retain its roots in what you contributed and in what earlier generations brought to you. We know that executives today have to deal with all kinds of unpredictable short-term pressures. And yet we believe that as organizations face stronger crosswinds purpose becomes even more important — not less so. That’s because the what and how of business will need to change more frequently in a volatile world. This leaves purpose, the why, as the primary compass for navigating key decisions.
Rescooped by Roger Francis from Business Brainpower with the Human Touch
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20 Things the Most Respected Bosses Do Every Day

20 Things the Most Respected Bosses Do Every Day | New Leadership | Scoop.it

Think about the best boss you've ever had.

Maybe you're fortunate, and we're talking about the person you call your boss today. Maybe it's someone you recall fondly from years ago. (Maybe you don't have a boss--good for you!--but I'll bet you've had one at some time in the past.)

Regardless of who this person is, I'm confident I can describe him or her. That's because highly respected bosses often have a lot in common with one another. Here are 20 of the key things they do almost every day...


Via The Learning Factor
Roger Francis's insight:

Think about the best boss you've ever known. Here are 20 things I'll bet he or she never stopped doing.

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Dr. Deborah Brennan's curator insight, March 26, 9:43 AM

Think about the best boss you've ever known. Here are 20 things I'll bet he or she never stopped doing.

Lolitastad Stockholm's curator insight, March 29, 4:07 AM

Think about the best boss you've ever known. Here are 20 things I'll bet he or she never stopped doing.

Jo McNeilly's curator insight, March 30, 11:07 PM

Think about the best boss you've ever known. Here are 20 things I'll bet he or she never stopped doing.

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The 7 Qualities of People Who Are Highly Respected

The 7 Qualities of People Who Are Highly Respected | New Leadership | Scoop.it
Leaders are judged on their results and respected for how well they treat people.

Via donhornsby
Roger Francis's insight:
(From the article): Be willing to change. Being intractable won’t get you anywhere. Realize that the process of evolution includes change. Make an effort to grow as a person; learn new skills, try new activities, and especially, re-examine your automatic behaviors. And don’t forget to congratulate yourself on progress you make along the way to becoming a better person.
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Vincent PEIFFERT's curator insight, March 16, 5:20 AM
(From the article): Be willing to change. Being intractable won’t get you anywhere. Realize that the process of evolution includes change. Make an effort to grow as a person; learn new skills, try new activities, and especially, re-examine your automatic behaviors. And don’t forget to congratulate yourself on progress you make along the way to becoming a better person.
nathalie chiasson's curator insight, March 16, 8:07 AM
(From the article): Be willing to change. Being intractable won’t get you anywhere. Realize that the process of evolution includes change. Make an effort to grow as a person; learn new skills, try new activities, and especially, re-examine your automatic behaviors. And don’t forget to congratulate yourself on progress you make along the way to becoming a better person.
Cameron Larsuel's curator insight, March 16, 4:55 PM
(From the article): Be willing to change. Being intractable won’t get you anywhere. Realize that the process of evolution includes change. Make an effort to grow as a person; learn new skills, try new activities, and especially, re-examine your automatic behaviors. And don’t forget to congratulate yourself on progress you make along the way to becoming a better person.
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Rewards and Recognition Done Right

Rewards and Recognition Done Right | New Leadership | Scoop.it
Rewards and recognition programs can be an important part of your organization’s incentive plan. However, if they are implemented wrong, they can backfire.

Via donhornsby
Roger Francis's insight:
(From the article): Deliberate the delivery
How you deliver rewards and recognition to employees can stick the landing or crash the landing. Don’t kill the intent. You should think through the delivery with attention to detail. For example, sincerity is key; if it comes from the heart it sticks in the mind. Also remember that “Specificity is a must; general praise leads to a general malaise,” and “Timeliness is critical. Drift creates a rift.” Let R&R drift past the time a praise-worthy event occurred and you create a rift between receipt of the recognition and any potential for associated meaning.
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donhornsby's curator insight, March 4, 10:25 AM
(From the article): Deliberate the delivery
How you deliver rewards and recognition to employees can stick the landing or crash the landing. Don’t kill the intent. You should think through the delivery with attention to detail. For example, sincerity is key; if it comes from the heart it sticks in the mind. Also remember that “Specificity is a must; general praise leads to a general malaise,” and “Timeliness is critical. Drift creates a rift.” Let R&R drift past the time a praise-worthy event occurred and you create a rift between receipt of the recognition and any potential for associated meaning.
Dean J. Fusto's curator insight, March 4, 3:18 PM
(From the article): Deliberate the delivery
 
How you deliver rewards and recognition to employees can stick the landing or crash the landing. Don’t kill the intent. You should think through the delivery with attention to detail. For example, sincerity is key; if it comes from the heart it sticks in the mind. Also remember that “Specificity is a must; general praise leads to a general malaise,” and “Timeliness is critical. Drift creates a rift.” Let R&R drift past the time a praise-worthy event occurred and you create a rift between receipt of the recognition and any potential for associated meaning.
Vincent PEIFFERT's curator insight, March 16, 5:26 AM
(From the article): Deliberate the delivery
How you deliver rewards and recognition to employees can stick the landing or crash the landing. Don’t kill the intent. You should think through the delivery with attention to detail. For example, sincerity is key; if it comes from the heart it sticks in the mind. Also remember that “Specificity is a must; general praise leads to a general malaise,” and “Timeliness is critical. Drift creates a rift.” Let R&R drift past the time a praise-worthy event occurred and you create a rift between receipt of the recognition and any potential for associated meaning.
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4 Fundamental Habits Of Authentic Leaders

4 Fundamental Habits Of Authentic Leaders | New Leadership | Scoop.it
One expert explains how authenticity is a composite trait, made up of four basic, interrelated elements.

Via Marc Wachtfogel, PhD
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Five Moments When Saying No Is Your Best Strategy

Five Moments When Saying No Is Your Best Strategy | New Leadership | Scoop.it
Most successful leaders have little difficulty saying no to a losing deal, to a project that’s wasting money, or to a request that doesn’t align with their priorities. But these same leaders can find it very uncomfortable to speak up when their concerns are less cut-and-dried or when their organization is hell-bent on pursuing a plan. In certain situations, it can feel politically risky to hesitate or ask too many questions. Even with their direct reports, many leaders find themselves putting off the difficult conversations needed to address issues such as drifting standards, inappropriate behavior, or emerging bad habits.

But, as difficult as it can be, saying no is often the key to effective leadership. Without the ability to push back when needed, you run the risk of “commitment drift”: promises made to customers or employees, or to promote safety, specific values, financial discipline, or social and environmental responsibility are eroded incrementally, without anyone really stopping to think about the consequences. As Joseph Fuller and Michael C. Jensen pointed out in their 2002 paper “Just Say No to Wall Street: Putting a Stop to the Earnings Game,” saying no to such dysfunctional momentum can be your best strategy for helping your company succeed as well as living your values.

Via David Hain, donhornsby
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David Hain's curator insight, June 8, 3:46 AM

If your gut says no, it probably should prompt you to say no - or at least explore your concerns openly!

donhornsby's curator insight, June 8, 10:49 AM
(From the article): Being prepared to recognize and act on these moments of truth makes it less likely that you will blow by critical decision points without giving them the attention they deserve. The fact is, it only gets harder to speak up if you wait. And, as you practice saying no or raising questions constructively, you increase your ability to exert a positive influence on your organization.
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6 Powerful Traits of the Most Inspiring Business Leaders

6 Powerful Traits of the Most Inspiring Business Leaders | New Leadership | Scoop.it
Anyone can be a leader--but if you want to be an inspiring leader you need these powerful six traits.

Via donhornsby
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donhornsby's curator insight, May 19, 9:52 AM
Authenticity is key. 

(From the article) If you are looking to be an inspiring leader, it is important to be an authentic leader. Authentic leaders are ethical leaders. They've identified their ethical codes, and they never compromise on what they believe to be right and wrong. Authentic leaders are inspiring because they know who they are and they don't let anyone keep them from making a decision that they know is right. They have integrity and a firm moral code, and they manage to stay sensible and stable even during the most difficult times.
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3 Lies that can Shipwreck a Leader 

3 Lies that can Shipwreck a Leader  | New Leadership | Scoop.it
Many a ship’s captain has believed that lie, and many of their ships have ended up stranded on a sandbar or dashed against a reef.

 In the same way, there are lies that leaders are tempted to tell themselves every day. And some of these can shipwreck their leadership too.

Via donhornsby
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donhornsby's curator insight, May 6, 11:17 AM
(From The Article): No leader ever starts out wanting to abandon their impeccable character. Leadership shipwrecks happen one little lie at a time. So keep your radar on full alert for lies like these. Because if you can identify and resist these kinds of lies, your leadership can sail strong for years to come. What are some other lies leaders are tempted to believe?
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From Humble Leader to Narcissist: Where Are You on the Continuum?

From Humble Leader to Narcissist: Where Are You on the Continuum? | New Leadership | Scoop.it
Typically, narcissism is historically associated with physical beauty.

You may recall that in Greek mythology, Narcissus was the handsome young man who became so enchanted with the image of himself in the pool that he could not pull away.

Today we hear about a leader who has narcissistic tendencies, but it’s not so much about their physical beauty as their strong, offensive ego.

Where do fit on the narcissistic leadership continuum? Pinpoint your spot –

Via David Hain, Ron McIntyre, Roy Sheneman, PhD
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Kevin Watson's curator insight, March 18, 5:56 AM

Nice video on the narcissism spectrum. Where would youplace Hillary, Barack and Trump?

nathalie chiasson's curator insight, March 18, 8:36 AM

Nice video on the narcissism spectrum. Where would youplace Hillary, Barack and Trump?

Johan Meiring Van Zyl's curator insight, April 4, 8:48 AM

Nice video on the narcissism spectrum. Where would youplace Hillary, Barack and Trump?

Rescooped by Roger Francis from 21st Century Learning and Teaching
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Hersey-Blanchard Situational Leadership Theory

Hersey-Blanchard Situational Leadership Theory | New Leadership | Scoop.it
Situational Leadership Theory is really the short form for "Hersey-Blanchard Situational Leadership Theory" and draws major views from contingency thinking. As the name implies, leadership depends upon each individual situation, and no single leadership style can be considered the best.

 

Learn more / En savoir plus / Mehr erfahren:

 

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

 

http://www.scoop.it/t/21st-century-learning-and-teaching/?tag=Situational+Leadership+Theory

 


Via Gust MEES
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Gust MEES's curator insight, April 17, 3:58 PM
Situational Leadership Theory is really the short form for "Hersey-Blanchard Situational Leadership Theory" and draws major views from contingency thinking. As the name implies, leadership depends upon each individual situation, and no single leadership style can be considered the best.

 

Learn more / En savoir plus / Mehr erfahren:

 

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

 

http://www.scoop.it/t/21st-century-learning-and-teaching/?tag=Situational+Leadership+Theory

 

Rescooped by Roger Francis from Surviving Leadership Chaos
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How Abraham Lincoln Mastered Collaboration: 4 Key Elements

How Abraham Lincoln Mastered Collaboration: 4 Key Elements | New Leadership | Scoop.it
Do executive leaders always have a clear idea of what powerful collaboration looks like? Do they always understand what it takes to build high-quality, result-focused collaboration between and across teams? What can we learn from Abraham Lincoln when it comes to collaboration? Read mor

Via donhornsby
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donhornsby's curator insight, April 14, 10:15 AM
(From the article): Why did Lincoln, hurt and humiliated to the bone, sat down on his pride when he needed a Secretary of War? Why did he call Stanton to the White House six years later? Because he had seen how talented he was, and knew he would be the right man for the job. Now that’s collaborative leadership. That is why Lincoln still sets a great example for executive leaders, and indeed all of us, today.
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7 Habits That All Great Leaders Have By Jessica Stillman

7 Habits That All Great Leaders Have By Jessica Stillman | New Leadership | Scoop.it
These unexpected qualities set truly exceptional leaders apart from merely ordinary ones.

Via Tom D'Amico (@TDOttawa)
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The 7 Best Traits All Authentic Leaders Have in Common

The 7 Best Traits All Authentic Leaders Have in Common | New Leadership | Scoop.it
Knowing who you are and what you stand for is the first step in building a culture of growth and transparency.

Via Kevin Watson, donhornsby
Roger Francis's insight:
(From the article) Authentic leaders may not exhibit all of these characteristics at the same time because authentic leadership involves developing more tolerance for vulnerability, which is difficult. As Dr. Brené Brown says, "Vulnerability is the birthplace of courage." Authentic leadership is courageous leadership because you have to make yourself vulnerable by showing others who you truly are, which also opens you up for criticism.
 Authentic leadership and transparent work culture are one and the same: You cannot have one without the other. A leader does not suddenly become authentic, just as a work culture doesn't one day become transparent. Authentic leadership is a constant journey and commitment, both to your own growth and to the growth of something bigger than yourself.
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donhornsby's curator insight, March 24, 9:48 AM
(From the article) Authentic leaders may not exhibit all of these characteristics at the same time because authentic leadership involves developing more tolerance for vulnerability, which is difficult. As Dr. Brené Brown says, "Vulnerability is the birthplace of courage." Authentic leadership is courageous leadership because you have to make yourself vulnerable by showing others who you truly are, which also opens you up for criticism.
 Authentic leadership and transparent work culture are one and the same: You cannot have one without the other. A leader does not suddenly become authentic, just as a work culture doesn't one day become transparent. Authentic leadership is a constant journey and commitment, both to your own growth and to the growth of something bigger than yourself.
Vincent PEIFFERT's curator insight, March 25, 3:23 AM
(From the article) Authentic leaders may not exhibit all of these characteristics at the same time because authentic leadership involves developing more tolerance for vulnerability, which is difficult. As Dr. Brené Brown says, "Vulnerability is the birthplace of courage." Authentic leadership is courageous leadership because you have to make yourself vulnerable by showing others who you truly are, which also opens you up for criticism.
 Authentic leadership and transparent work culture are one and the same: You cannot have one without the other. A leader does not suddenly become authentic, just as a work culture doesn't one day become transparent. Authentic leadership is a constant journey and commitment, both to your own growth and to the growth of something bigger than yourself.
Stephanie Gilchrist's curator insight, March 25, 12:08 PM
(From the article) Authentic leaders may not exhibit all of these characteristics at the same time because authentic leadership involves developing more tolerance for vulnerability, which is difficult. As Dr. Brené Brown says, "Vulnerability is the birthplace of courage." Authentic leadership is courageous leadership because you have to make yourself vulnerable by showing others who you truly are, which also opens you up for criticism.
 Authentic leadership and transparent work culture are one and the same: You cannot have one without the other. A leader does not suddenly become authentic, just as a work culture doesn't one day become transparent. Authentic leadership is a constant journey and commitment, both to your own growth and to the growth of something bigger than yourself.
Rescooped by Roger Francis from Surviving Leadership Chaos
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What Leaders Need To Do To Help Their Employees Succeed

What Leaders Need To Do To Help Their Employees Succeed | New Leadership | Scoop.it
Discover through two stories why purpose instead of passion is what's key to sustaining employee motivation and growth over the long term.

Via donhornsby
Roger Francis's insight:
(From the article): Ultimately, there’s no question that passion is important as it is the spark that can fuel our drive for change and growth. But what’s most critical to our ability to bring out the best in those we lead and to support both their present and future successes is helping them to derive a sense of purpose in what they do. Of finding meaning and value in the contributions they make to help transform our shared purpose into today’s reality.
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donhornsby's curator insight, March 22, 6:02 PM
(From the article): Ultimately, there’s no question that passion is important as it is the spark that can fuel our drive for change and growth. But what’s most critical to our ability to bring out the best in those we lead and to support both their present and future successes is helping them to derive a sense of purpose in what they do. Of finding meaning and value in the contributions they make to help transform our shared purpose into today’s reality.
Rescooped by Roger Francis from Business Brainpower with the Human Touch
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7 Valuable Skills That Top Leaders and High Achievers Have Mastered

7 Valuable Skills That Top Leaders and High Achievers Have Mastered | New Leadership | Scoop.it
1. A well-developed personal philosophy

Successful leaders know what their philosophy is; they understand their thinking and their reasoning. A clear philosophy allows you to set your expectations and articulate your definition of success so you can set a clear path to your goals. It prepares you for an extraordinary destiny.

2. Undeniable persistence

Edison failed 2,000 times before he discovered electricity. John Chambers overcame dyslexia to build Cisco. People who are successful never quit, and people who succeed never give up. When failure is never an option, you don't give up. You find another contact, another way, another point of entry, and you keep trying until you accomplish what you have set out to do. Persistence means picking yourself up every day and going after what you want without allowing anything to get in your way.


Via The Learning Factor
Roger Francis's insight:

Your traits and attributes shape you more than anything else. Successful leaders know what their philosophy is; they understand their thinking and their reasoning.

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Lisa McCarthy's curator insight, March 21, 6:02 PM

Your traits and attributes shape you more than anything else. Successful leaders know what their philosophy is; they understand their thinking and their reasoning.

Konstantinos Kalemis's curator insight, March 22, 9:11 AM

Your traits and attributes shape you more than anything else. Successful leaders know what their philosophy is; they understand their thinking and their reasoning.

Miguel Paul Trijaud Calderón's curator insight, March 27, 1:49 PM

Your traits and attributes shape you more than anything else. Successful leaders know what their philosophy is; they understand their thinking and their reasoning.

Rescooped by Roger Francis from iGeneration - 21st Century Education (Pedagogy & Digital Innovation)
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5 Practices For Leaders Of The Future via Mukesh Gupta

5 Practices For Leaders Of The Future via Mukesh Gupta | New Leadership | Scoop.it
Want to lead your organization toward a successful future? Follow these 5 leadership practices.

Via Tom D'Amico (@TDOttawa)
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Rescooped by Roger Francis from Leadership
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Four Radical Leadership Practices That Will Dramatically Increase Engagement 

Four Radical Leadership Practices That Will Dramatically Increase Engagement  | New Leadership | Scoop.it

By now, everyone’s heard 70% of the workforce is checked out. That’s why employee engagement remains all the rage among management fads. Yet sadly, many of the fixes being offered amount to little more than superficial techniques that don’t fundamentally change how people experience their workplaces, and more importantly, their bosses.


Via Marc Wachtfogel, PhD
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