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Vertical Leadership Development Explained

Idea posted: September 2016
  • Leadership & Change
  • Learning & Behaviour

Most leadership development is focused on adding new tools and competencies, what might be called ‘horizontal development.’ However, ‘vertical development’ — developing, updating or changing a leader’s mindset and mental models — is equally important. Vertical leadership development is contingent on three conditions: ‘heat experiences’, ‘colliding perspectives’, ‘elevated sensemaking’.

Idea #623
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The seven dwarfs, Snow White, 1937, produced by Walt Disney Productions (Source: Wikimedia Commons)

Motivation Profiles: Pay and Reward Vs Fulfilling Work

Idea posted: June 2016
  • Strategy
  • Leadership & Change
  • Learning & Behaviour

Building on four types of motivation, a new survey helps identify different profiles of motivation for managers, offering a mix of extrinsic (e.g. salaries) or intrinsic (e.g. fulfilling work) rewards. The profiles reveal how the different motives of managers impact their job attitudes. 

Idea #609
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Alice and the Queen of Hearts

Bossy: What’s Gender Got to Do with It?

Idea posted: May 2015
  • Leadership & Change
  • Learning & Behaviour

Bossy is not a synonym for assertiveness, or other positive executive leadership skills, and women are labelled bossy in the workplace more often than men are. But what lessons can be learned — for both genders — from  this blatant, and damaging, double-standard?

Idea #511
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Shakespeare's Prince Hal (Henry iv part 2). The Gower Memorial, Stratford (Source: Wikimedia Commons)

Why First-Time Managers Need More Development Support

Idea posted: February 2015
  • Leadership & Change
  • Learning & Behaviour

First-time managers, according to a recent survey, face a variety of leadership challenges, the most difficult being leading teams effectively, learning to be a better leader, and (mentioned by nearly 60% of respondents) being able to assert your authority over former peers while maintaining positive relationships. Organizations, focused on executive development, need to put more money into leadership development for first-time managers, especially in these three areas.

Idea #487
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A lecture in rhetoric at a knight academy, Pieter Isaacsz or Reinhold Timm, 1620 (Courtesy: Rosenborg Castle, Denmark)

Develop Next Generation Leaders: Start Early and Focus on Adaptability

Idea posted: February 2015
  • Leadership & Change
  • Learning & Behaviour

Current leaders rate self-motivation and communication skills as the most important leadership competencies, but say adaptability and multi-cultural awareness will gain in importance for the future, according to a recent survey. 

Idea #486
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An Holistic Approach to Leadership Development

Idea posted: May 2014
  • Leadership & Change
  • Learning & Behaviour

Leadership development tends to focus on behavioural competencies, and how these can be attuned to create more effective leaders. This Idea takes a different approach: look beyond competencies and consider inner experiences as well. Such a holistic approach can help organizations and their leaders utilize a broader repertoire of responses to difficult situations.

Idea #383
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David Garrick in the title role in Act V, Scene 3 of Shakespeare's Richard III, by William Hogarth, 1745 (Courtesy: Walker Art Gallery, Liverpool)

How Valuable is Integrity for Mid- and Top-Level Executives?

Idea posted: March 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Too many headlines in recent years have paid testament to the fact that leaders can be prone to ethical lapses. Perhaps this is why integrity is today, more than ever, considered to be a fundamental character strength for managers at all levels of an organization. In this Idea, however, integrity is shown to be relatively less important for middle-level executives compared to other character strengths, such as social intelligence.

Idea #352
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The Blue Bottle coffee house founded in 1686 in Vienna. Painting c.1900 (Source: Wikimedia Commons)

Developing Network Perspective: Social Networks and Leadership

Idea posted: January 2014
  • Strategy
  • Leadership & Change
  • Learning & Behaviour
  • Marketing

Are you aware of the different roles individuals play in your organization, and how they connect to each other to form an informal structure that supports the organization as a whole? If so, you are well on your way to developing network perspective — something that is, according to this Idea, imperative for 21st century executives. 

Idea #291
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The Sleeping Shepherd, lithograph by Jean-Baptiste Aubry-Lecomte (1787-1858) after a painting by Raymond Monvoisin (The French National Library, Paris)

The Importance of Sleep for Work

Idea posted: November 2013
  • Learning & Behaviour

According to this Idea, the science is clear: lack of sleep compromises brain processes and the skills needed for effective leadership. Executives — and indeed everyone — should get at least 7–9 hours sleep in order to perform at their best. Read on for some suggestions on how to create a culture that understands and values sleep in your organization.

Idea #257
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Taxcaltecans meets Hernan Cortez. Mural created by Desiderio Hernandez Xochitiotzin 1956-2000. Palacio de Gobierno, Tlaxcala City (Source: Wikimedia Commons)

Avoiding Managerial Derailment in Latin America

Idea posted: October 2013
  • Leadership & Change
  • Learning & Behaviour
  • Marketing
  • Operations

Why do some managers ‘derail’ and how do these factors differ in various regions of the world? In the research behind this Idea, managers in Latin America and the U.S were compared to analyse managerial derailment. The Idea offers suggestions as to what Latin American organizations can do to avoid this and effectively develop their leaders to an international level.

Idea #245
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Harold Lloyd in 'Safety Last!', 1923, directed by Fed C. Newmeyer and Sam Taylor, produced by Hal Roach Studios

Managing Stress by Building Resilience

Idea posted: October 2013
  • Learning & Behaviour

Many people in the business world today are experiencing high levels of stress, and corporate burnout is becoming a worryingly common phenomenon. According to this Idea, there is a way out that involves four simple steps. By making these steps a habit and therefore a natural part of your being, you can lead yourself to a better and more productive lifestyle.

Idea #242
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Forced Entry

When Successful Managers Go off the Rails

Idea posted: May 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Managers who are solidly established in their organizations and boast impressive track records can suddenly find their careers ‘derailed.’ They no longer have the skills, mindset, personality or reputation that made them effective leaders in the past; eventually they are demoted, fired or asked to take early retirement. New research from the Center of Creative Leadership confirms the causes of such derailment and also identifies what managers and companies can do today to prevent situations that are not only devastating to the individuals but also costly to their organizations.

Idea #136
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German Chancellor Angela Merkel and South Korean President Park Geun-hye

How Women Can Be More Politically Savvy at Work

Idea posted: February 2013
  • Leadership & Change
  • Learning & Behaviour

Most of us have witnessed or participated of office politics at some point in our careers. What do you do in such a situation? Do you embrace it or avoid it? This Idea shows that contrary to the popular opinion that office politics is ‘bad’, politically savvy executives actually excel in their careers and make effective leaders. 

Idea #091
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Untersuchungen am Mikroskop im Labor, 1952, Deutsche Fotothek (Source: Wikimedia)

Building Trust to Retain Female Employees

Idea posted: February 2013
  • Strategy
  • Leadership & Change
  • Learning & Behaviour

There is a key issue that organizations must tackle in order to retain female employees: trust. Evidence shows that women are more sensitive to and more aware of - both trust and distrust. In order to retain female talent, leaders must build trust between themselves and their employees, and there are specific behaviours and strategies that can help them do that.

Idea #012
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Keeping Employee Engagement High in Tough Times

Idea posted: February 2013
  • Strategy
  • CSR & Governance
  • Finance
  • Leadership & Change
  • Learning & Behaviour

During a downturn, employee engagement increases rather than decreases. However, employers should implement strategies to keep engagement high so the reverse does not occur when economic conditions eventually improve.

Idea #013
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Pericles, The First Citizen of Athens, c. 495 – 429 BC

Aligning the Organization to Let Leadership Happen

Idea posted: February 2013
  • Strategy
  • Leadership & Change
  • Learning & Behaviour

Good leadership is the result of ‘shared work’, and shared work is achieved through a process of direction, alignment and commitment in an organization. Creating positive leadership is really about these factors, rather than about adopting a set of ideal characteristics. All members of an organization have a role in making leadership happen.

Idea #014
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St. John the Evangelist and St. Francis, El Greco, c. 1608, Museo del Prado, Madrid, Spain

Being an Empathic Leader

Idea posted: January 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

An unexpected ‘skill’ that may be the key to more effective management and leadership is empathy. Empathic managers are viewed as better performers in their jobs, especially in certain cultures. As it is not a fixed trait, it can (and should) be learnt and taught by leaders everywhere, as empathic leaders are important assets for their organizations.

Idea #041
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Shaping a Global Leadership Strategy For Cross-Cultural Effectiveness

Idea posted: January 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

In organizations across the globe, managers at all levels must be trained and ‘groomed’ for future leadership roles. But will a manager in Delhi respond in the same way to the same training as a manager in Beijing – or in California, or Singapore? This research Idea from CCL identifies both the universal sources of leadership learning, found across China, India, Singapore and the US, as well as unique approaches specific to each country – by way of a cross-country comparison of developmental experiences.

Idea #046
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The Chinese Business Leaders of the Year pose for a group photo, Horasis Global China Business Meeting, 2011 (Source: Wikimedia)

Developing Business Leaders in China

Idea posted: January 2013
  • Leadership & Change
  • Learning & Behaviour
  • Marketing

A critical way of developing more effective leaders for China-based companies is through lessons based on events they experience. By paying attention to which events or on-the-job experiences are the most developmental, Chinese companies can help their leaders grow and maintain a broader talent pool.

Idea #054
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Strategies for Successful Work/Life Balance

Idea posted: January 2013
  • Learning & Behaviour

By identifying the patterns and parameters of your own work/life balance, you can create a structure to effectively manage the challenges faced in both these roles. This structure can de-stress, refocus and reenergise a leader and their workforce.

Idea #008
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Inspiring Indian Business Leaders’ Development

Idea posted: January 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

The most effective leadership development breakthroughs for business leaders in India come from events during their lives and on-the-job experiences; and not necessarily through classroom learning. This Idea explores that research-based notion, and the important role senior leaders have to play in becoming inspiring bosses and positive role models.

Idea #057
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