As governments and organisations around the world seek to “build back better” from the Covid-19 pandemic, Richard Bolden stresses the importance of making time and space for recovery — where leaders and others can experience the care and compassion needed to help them heal from the physical and emotional exhaustion that permeates our workplaces and communities.
Rocks are referred to frequently in leadership literature — from “bedrocks” to “big rocks” and “touchstones” to “cornerstones.” In Aotearoa, rocks occupy an important space in Māori culture. Professor Chellie Spiller opens a window on this Indigenous wisdom, raising intriguing questions for leaders on the role rocks play in their organizations and their practice of leadership.
Chellie Spiller discusses the important role leaders have in cultivating and nourishing the vibe or mauri (life force, vital essence) of an organization and of tending to the wellbeing of people, communities, and economies.
The level of distrust between individuals and within organizations has become so corrosive it demands the attention of every leader. Katherine Tyler Scott discusses the three Cs of trust: competence, character, and compassion.
Leadership is impossible without integrity, and integrity is inconceivable without trust. Erwin Schwella explores the interconnections between these concepts in his latest blog. He concludes, quite starkly that the flip side – leadership corruption – is deadly and kills.
As the rate of COVID vaccination increases globally, and as restrictions put in place to lower the risk of infection are gradually lifted, organizations will be faced with how they will adapt. Those responsible for leading what are imminent changes in their institutions are facing a huge challenge – the precarious nature of the change process.
What is the coronavirus pandemic’s impact on management schools? What does the future hold for business school infrastructure?
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.
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.
“The only thing we know about the future is that we do not know the future.” What implications does that have for leadership and the structures of our organizations, particularly amid rapidly moving crisis? How does this change the relationship between leaders, followers, and the public at large?
As we deal with the devastating impacts of the COVID-19 pandemic and its disproportionate impact on women, minorities and the poor, much has been written about the effectiveness of the leadership traits exhibited by women. What has been different in women’s leadership?
Fifty years ago, Milton Friedman asserted that the social responsibility of business was only to increase its profits, within the law. This mantra, with its focus on the short term, gained a strong hold on much of business practice and continues to guide leadership decision-making in response to COVID-19.