1. Honesty or integrity 2. A high level of people skills 3. Initiative, assertiveness, drive, or determination 4. Excellent communication skills or willingness to speak up, take a position, or take charge 5. Vision (being forward-looking) 6. Desire or passion to lead and inspire 7. Positive attitude and self-confidence; charisma 8. Knowledge of the business and/or group task at hand; competence 9. The ability to overcome adversity or obstacles
10. Being a Servant-Leader, serving people, and especially being humble 11. Having both religious faith and strong family ties 12. Framing or recognizing the worst adversity as an opportunity 13. Having a mentor or mentors in their development as leaders
The convergence of globalization, the emergence of the knowledge society and accelerating change contribute to what might be best termed a New Paradigm of knowledge. Good overview of the differences between 1.0, 2.0 and 3.0
In a recent session with Al Bertani and Jane Creasy from the Innovation Unit (out of the United Kingdom) they shared a 21st Century Leadership Framework for transformation based on work outcomes from The Hay Group.
In amper drie jaar tijd is Buurtzorg Nederland een fenomeen geworden. Nadat de pioniers op verschillende plaastsen in het land begonnen waren hun vertrouwen in de formulie van Buurtzorg met groot enthousiasme in de praktijk te brengen, groeide het aantal zelfsturende teams in 2009 tot 215 en het aantal medewerkers tot rond de 2100. De keuze van Buurtzorg om de relatie tussen cliënt en professional weer als uitgangspunt te nemen en de rest van de netwerkorganisatie daarvoor een ondersteunende rol te laten spelen, blijkt goed uit te pakken.
How does organizational leadership at all levels influence employees’ perception of the organization’s reputation? What types of leaders are helpful in developing favorable attitudes of employees toward the organization?
The "High Five" Challenges in Leadership: Challenge #1 — Cracking the Big Nut: Unlocking the Power of Your TalentChallenge #2 — Learning to Let Go and to Trust Challenge #3 — Ensuring Goal Clarity and Vision Visibility AlignmentChallenge #4 — Having the Courage to Shape Consequences Challenge #5 — Harnessing Social Power
Met de preventiegame ‘Villa Rampspoed’ geeft Interpolis bezoekers van Facebook inzicht in risico’s in huis en laat ze ontdekken welke preventieve maatregelen zij kunnen nemen om deze risico’s te verkleinen. Hiermee speelt de verzekeringsmaatschappij in op de ‘gamification-trend’, waarbij de boodschap is verpakt in een spel.
Across small and medium sized firms deemed to be failing or simply not performing to stakeholder expectations, there is a tendency for boards to parachute leaders into the CEO post and expect transformational leadership. But....
The book argues that participative management; organizational democracy – popularized by movements such as “Het Nieuwe Werken (New Corporate Working) and Occupy – enables effective leading and corporate success ...
Never in history have there been four distinct demographic group in the workplace. These groups are different in their experiences, values and beliefs. Today’s managers are challenged to help each group get what they need from their jobs and their workplace relationships. The different communication and learning styles of these groups adds to
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