Are humanistic principles and superior business performance really at cross purposes?
Many managers argue that, in principle, they would like to give employees more room for development and creativity, but given the urgent challenges resulting from the instability of domestic and global financial markets, they must focus on efficiency and cost cutting instead. But are humanistic principles behind developing tomorrow's leaders and superior business performance really at cross purposes? This article looks at some humanistic leadership principles underpinning successful organizations. It offers guidelines for managers on how humanistic leadership can renew an organization's direction, structure and capabilities, while also winning over employees, whose support is critical for success. The author Prof. Claudia Peus suggests the factors that are hugely important for managing organizational change initiatives effectively. Using examples from IBM, Gore-Tex, and Toytoa, she summarizes existing research indicating that humanistic or ethically oriented leadership — often termed transformational leadership — can be linked to positive economic performance. It's definitely worth a read, and something to think about. Read the IESE Insight article, "Giving Wings to Your Leadership Style"
Mike Myatt on the value of creating a culture of leadership
Leadership guru Mike Myatt says, "If leadership doesn’t scale neither will your organization." He suggests that there is no greater contribution a leader can make to the enterprise than developing a true culture of leadership. Here’s the thing — a culture of leadership can only exist when leaders understand their primary obligation is to develop other leaders. If leadership is sought after, valued, developed and rewarded, then good things will happen. Scale is not an individual endeavor — it's a cultural and organizational achievement that requires the right set of collaborative individual efforts. People don't scale, but effective groups, teams, and organizations can create scale. Well intended, but ill equipped leaders push individuals for more output, where savvy leaders teach and mentor individuals to think strategically and create leverage, which in turn, leads to scale. This is a really important article to cite for developing leadership as an organizational capability. Read the Forbes article "5 Tips for Creating Scalable Leadership"
Six global leaders confront the personal and professional challenges of a new era of uncertainty
The McKinsey Quarterly features interviews with famous business leaders and it's definitely an article to think about, particularly thinking about what it means to develop leaders in this new context. The interviews are with
represent common themes from divergent viewpoints: what it means to lead in an age of upheaval, to master personal challenges, to be in the limelight continually, to make decisions under extreme uncertainty. But the common themes that emerged from these conversations — what it means to lead in an age of upheaval, to master personal challenges, to be in the limelight continually, to make decisions under extreme uncertainty — offer a useful starting point for understanding today's leadership landscape. It's never been realistic to break leadership into a fixed set of essential competences, and that's particularly the case in today's complex, volatile, uncertain environment. Still, the themes interviewees sounded represent a rich set of opportunities for leaders to boost their effectiveness. Three skills that can help leaders thrive in today's turbulent environment are:
No major news in mergers, acquisitions, or product releases.
If you were charged with teaching a course on leadership today, where would you start? Where would you turn to learn about the incredible array of approaches to teaching this multi-faceted and important topic? How would you go about tapping into the wealth of practical experience in order to benefit from the hard-won lessons of those who have gone before you? What are the various theoretical assumptions and pedagogical techniques you might consider in the process of designing and delivering a course in this underdeveloped and undisciplined (in both the literal and practical sense of the word) field? How should one even "think about" the challenge of "teaching leadership"? The handbook Teaching Leadership: Knowing, Doing, and Being, edited by the dean of Harvard Business School, and two world-renowned professors on leadership and organizational development, is intended to be a foundational reference for educators who teach primarily in traditional classroom settings and who find themselves facing this increasingly important but daunting challenge. It's incredibly practical, and it provides solid, evidence-based approaches to implement. Definitely one to have on your shelf. Buy now
How to Produce Big Webcasts with Small Crews
Date: Tuesday, June 26, 2012 1:00PM, CT
Presenter: Scott MacGougan Register now
Moving Beyond eLearning to Performance Support
Date: Tuesday, June 27, 2012 10:00AM, PT
Presenter: Bob Moshe Register now
Empowering future language learners: Formal and informal language learning through social media
Date: Jun 28, 2012, 11:00-12:00 Central European Time / 5:00 - 6:00am ET
Presenter: P.A.U. Education Register now
Choosing the Right Authoring Tools for eLearning Development
Presenter: CommLab India Register now
Gamify Your Training: Use Gamification to Increase Employee Engagement and Improve Feedback
Date: Thursday, August 2, 2012, 1pm ET
Presenter: Greg Greunke, President, Tuzooni & Greunke Register now
2012 ICOI The International Conference of Organizational Innovation
Date: July 10-12, 2012
Location: Indonesia Register now
“I’m grateful to be in this network. The calls I had with other members gave me the information I needed to move my project forward.”Annette RollsLeadership Development Program Designer, Boeing
“We were able to realize almost immediate value—in terms of definitively quantifiable savings—by implementing the concepts introduced during this [Art of Negotiation] program.”Ken MurphyEVP of Sales and Operations, Mattress Firm
“In my particular case, I certainly care about the HR functions, but that’s not why I wake up every day. I care about advancing the ball down the field with our people’s professional development skills and knowledge. You guys focus 100% on the learning piece, and that’s what I like.”Jim StewartCLO, Teradata