Rudeness and bad behavior have all grown over the last decades, particularly at work. How we treat one another at work matters. Insensitive interactions have a way of whittling away at people’s health, performance and souls.
Women may face more barriers to leadership if there is a perceived conflict between their professional role and their gender. Organisations must detect any gender bias and promote a positive view of women leaders
This article was co-authored by Brent Gleeson and Dyan Crace, Marketing Manager at Internet Marketing Inc. “There are no extraordinary men… just extraordinary circumstances that ordinary men are forced to deal with.” – William (Bill) Halsey, Jr.
Fairy tales help children to answer basic existential questions, like who am I, what is the good life, where do I belong? Through fairy tales they learn to navigate reality and survive in a world full of ambiguities and dangers.
Our shift from bureaucratic to distributed leadership took nearly a century. According to Deborah Ancona, a professor of management and organizational studies at MIT, companies in America circa 1920s were "super bureaucracies." Then, in the 1960s, people focused on interpersonal relationships and lots of discussions centered around trust and empathy. In the 1990s, it was all about organizations needing to undergo large-scale changes and vision. Finally, today’s workplace centers on what’s called variously eco-leadership, collaborative leadership, or distributed leadership.
"It’s all about your network," says Ancona, author of X-Teams: How to Build Teams That Lead, Innovate, and Succeed, as in who do you know outside and inside of your team. "If you understand the internal network in your company, you have a higher chance of moving ahead
Management gurus tell us what leadership is…and isn't. Years of research have taken us from employee-driven quality control, to empowerment, to "followership." By "turning the pyramid upside down," many of these approaches encourage employees to do what they think is best to serve customers, improve processes and innovate. Beyond these, however, in the age of closer and closer connectedness we are seeing a new organizational phenomenon. We call it crowdsourcing leadership. Much like composer Eric Whitacre, who uses crowdsourcing to splice together individual singers' voices to create masterful choral works (albeit with digital technology), business leaders are increasingly asking employees to lend their voices—and talents—to the chorus of direction and leadership.
A new Ketchum leadership study of more than 6,000 respondents in 12 countries reveals people are looking more to employees at all levels for leadership instead of just those at the top of the org chart. According to the fourth-annual Ketchum Leadership Communication Monitor (KLCM), 41 percent of respondents believe leadership should come mainly from the organization and all its employees, compared with 25 percent that believe leadership should come only from the CEO.
This aligns with three years of KLCM data pointing to the demise of the CEO-as-celebrity leadership style and highlights a greater-than-ever opportunity for "leadership by all" – a collaborative and communicative culture that empowers employees at every level.
While the CEO, board and senior management still play an important role, the study suggests that employees throughout an organization can and should provide leadership. The survey identified the top five traits of an effective leader: leading by example (63 percent), communicating in an open and transparent way (61 percent), admitting mistakes (59 percent), bringing out the best in others (58 percent), and handling controversial issues or crises calmly and confidently (58 percent). These are traits that every CEO should possess, and also ones that every good employee would have.
Today’s life path requires us to learn more new things than a traditional education can possibly prepare us for. This is why we often see employee education and development programs appear in organizations to not only build contextual knowledge but also prepare people for changing roles. However, given the average tenure of jobs around 3.5 to 4 years, we should also consider the reality of voluntary and involuntary unemployment. The speed of knowledge becoming outdated and replaced is the other sword of Damocles over the traditional life path.
We’ve all had the situation when an employee walks into our office with a problem they want us to solve (or dozens of problems they want solved). Maybe they walk into our office and say, “I need your help boss, that other division won’t respond to my emails about giving [...]
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