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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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Innovation Leaders Turn Creative Ideas Into Action

Idea posted: March 2016
  • Innovation & Entrepreneurship
  • Leadership & Change

Many companies recognize the importance of innovation yet continue to be ineffective innovators. The reason: their leaders lack the right skills to encourage, manage and implement innovation. Recognizing that innovation requires a structured process, multiple perspectives, silo-busting boundary-free and polarity thinking are important first steps.  

Idea #588
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Three Building Blocks of Innovation Leadership

Idea posted: March 2016
  • Innovation & Entrepreneurship
  • Leadership & Change

Fostering innovation in an organization requires the tools and techniques to help generate and implement ideas, the knowledge and abilities to manage innovation processes, and the attitudes that encourage rather than undermine new thinking. The right toolset, skillset and mindset are the three building blocks of innovation.

Idea #589
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Indian business and education leaders at 'Strings', 2012, an annual kite show by Worlds of Wonder in association with shOObh Welfare Society (Source: Wikimedia Commons)

From Charisma to Autonomy: How India’s Generations Rate Leadership Qualities

Idea posted: February 2015
  • Leadership & Change
  • Marketing

What do the different generations in India expect from their leaders? Charisma, being team-oriented, seeking participation and inclusion, and treating subordinates with humanity are particularly prized, according to a recent cross-generational survey. Of less importance are the old stand-bys of yesterday’s leaders: autonomy and a strict adherence to hierarchy.

Idea #490
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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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Creating Shared Value Using Inter-Organizational Networks

Idea posted: June 2014
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Operations

More and more companies are making the connection between commercial success and attaining sustainable growth through ‘creating shared value’. This Idea outlines three steps organizations can take to advance their efforts in ‘creating shared value’, highlighting the role of inter-organizational networks as a key driver.

Idea #395
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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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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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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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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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