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Monty Python's Silly Walk. Graffitti, Porto, Portugal (Source: Wikimedia Commons)

Middle Managers’ Walking the Talk Needs Top Management Support

Idea posted: May 2018
  • Leadership & Change

For middle managers, behavioural integrity — the perception by subordinates that management behaviour matches their words — is a key factor for success. Unfortunately, organizations often undermine their middle managers’ behavioural integrity with contradictory policies and decisions — or policies, directives or decisions for which they never acquired middle management buy-in.

Idea #705
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Martin Luther King, Jr. gives a speech during his MSU visit, 1965 (Source: Michigan State University archives)

Leaders' Charisma, Team Performance and Organizational Change

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

If a leader has charisma, he/she is said to be more likely to achieve better team performance. But what exactly is it that makes a leader seem charismatic, and why does this have an effect on performance outcomes? In this Idea, these questions are explored, and the behaviours that enhance the perception of charisma are outlined.

Idea #303
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Children Acting the Play Scene in 'Hamlet', by Charles Hunt, 1863, (Source: The Yale Center for British Art. Wikimedia Commons)

Calling in the Consultants: Risks and Rewards

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

The use of management consultants by businesses and other organizations is controversial — and its benefits hard to quantify. (The ‘consultancy effect’ is impossible to isolate from other factors affecting the organization.)

Anecdotal evidence and experience, however, suggest that the leaders who derive most value from consultants are those who see them not as ‘fixers’ but ‘facilitators’ come to ‘counter-observe’ the organization and help create or measure its aptitude for change.

Idea #214
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The Lone Ranger and Tonto, The Lone Ranger, 1949–1957, Dir. George W. Trendle

Leadership Dyads: Beauty, Disaster, and the Big Five

Idea posted: January 2013
  • Leadership & Change
  • Learning & Behaviour
Institutions: IMD

‘Leadership dyads’ — or leader/deputy partnerships — can be optimised for high performance by looking at the similarities and differences between the two individual personalities, and marrying them to form a complimentary dyad. This can lead to great results for an organization as a whole. Key to applying this Idea is self-awareness — a rare and precious talent indeed. Fortunately, there is a five-factor personality model — ‘the Big Five’ — that we can use to help us achieve it. 

Idea #068
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