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 2022 World Economic Forum’s Global Risks Report reveals that global experts and leaders are worried. Key indicators like social cohesion and mental health have worsened under the pandemic. Erwin Schwella shares a leadership model that attempts to make sense of and deal with complex societal challenges such as these in analytical and active ways.
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.
In today’s VUCA world, leaders can’t simply “figure things out.” They must depend on colleagues and followers to provide needed information and expertise. To be successful, Ed and Peter Schein argue, leaders must be humble and engage in humble inquiry.
What is the significance of stories on our development as human beings and as leaders? Katherine Tyler Scott explores this provocative question.
Keith Grint explores the way color — in almost all its formats and embodiments — is deeply implicated in leadership whether in terms of how it’s signified and practiced, how it’s used to create and enforce status and hierarchy, and even how it’s used in certain leadership development models to code capacities.
Les Sylven discusses how daily meditative practice improved his effectiveness as a police officer and leader and asks whether the practice of meditation should be supported as a potential tool for all police officers and be placed in the curriculum of police leadership development programs.
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.
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.