In the light of the January 6th insurrection, Katherine Tyler Scott explores what it means to be a good person and the need for more leaders who understand what it really means to be good – leaders with integrity and empathy who can help resolve conflict rather than exploit it for their own narcissistic gains.
Democracy expert Matt Qvortrup provides insightful analysis into recent events: “What we saw in Washington, D.C. on the 6th of January was a Putsch egged on by a Demagogue. That is not opinion. It is not hyperbole. It is a strict fact.”
Keith Grint places the events of 6 January in the USA within the historical framework of les enfants perdus. With democracy at stake, can U.S. Republicans become the “heroes of retreat”?
The past 12 months have vividly demonstrated the crucial role followership plays in our communal life. Ira Chaleff explores the best and the worst of the past year.
What is the coronavirus pandemic’s impact on management schools? What does the future hold for business school infrastructure?
The assumption that we must choose between Individual Freedom “Or” the Common Good feeds our polarization. These two powerful values are both essential. How can we come together over these values, so that we can work together to limit the damage of COVID-19?
Public Kinship is the willingness to publicly assume responsibility and to act out the phrase “love thy neighbor as thyself.” It is an acknowledgement that we are a family and we act accordingly. How can we develop a framework to make these values real and applicable to all?
It’s OK to recognize that we’re living in challenging circumstance, but you have the power to lift the clouds in your workplace by infusing a tone of gratitude into your company culture. In this latest blog, Peter Weng shares tips and strategies for individuals and leaders.
The leadership industry — leadership centers and institutes, leadership programs and courses, leadership teachers and trainers — sells moderation. In fact, sometimes leadership, including leadership that is exceptionally effective, is quite the opposite. Sometimes leaders are excessive.
The striking image of a maskless Donald Trump standing defiantly on the White House balcony on his return from hospital exemplifies the so-called “strong leadership” associated with men and masculinity. Why is the notion of the male strong leader still so influential and persistent?
Given a changed context, academic efforts must increasingly rely on evidence-based, scientific knowledge. To ensure its relevancy, we must also ask: What does it mean anyway? This question becomes even more important as wicked problems increase exponentially in nature, scope, and impact.
A crisis is not a good time for change. Or is it? In times of crisis, leaders often aim to restore stability as quickly as possible. This is understandable. However, a crisis can also be used as a starting point to deeply explore new ideas and approaches that may be more effective and sustainable in the long run.
