Books

Leaders ask hard questions that spark creative solutions and new understandings. Asking by itself isn’t enough – leaders must also help find answers and turn them into effective action.

A leader can become a hazard through social psychological processes, which operate through the metaphor of Seven Deadly Sins, to create negative consequences. Great leaders can undermine their own success and accomplishments, as well as their followers.

Creativity, the generation of novel and useful ideas, and innovation, the transformation of these ideas into new products, processes, and services, are both critical for the long-term viability, profitability, and growth of organizations.

The charismatic, ideological, and pragmatic (CIP) theory of leadership has emerged as a novel framework for thinking about the varying ways leaders can influence followers. The theory is based on the principle of equifinality, or the notion that there are multiple pathways to the same outcome.

The intersection of leadership and culture is undertheorized. Of particular relevance is an interpretive approach, elaborated in the works of Simmel, Cassirer, Ortega y Gasset, and Gadamer.

There is presently a view that accessible technologies offer an inclusive and humanistic expression of technology. They do. But that is not all. Accessible technologies offer more than this: they contain within them lessons on transformational leadership.