ILA Fellow Richard Bolden discusses his work leading an independent evaluation of Bristol Golden Key, a collaborative partnership project designed to transform services for people with multiple complex needs such as homelessness and substance misuse. His research reveals how seven key aspects of the program helped to facilitate systems change.
Leah Tomkins joins those who advocate for the importance of leading with care. She surfaces why the language and emotions of care often make people feel uncomfortable and how this can make care seem irrelevant or unnecessary for leadership and leadership development.
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.
Keith Grint looks at Russia’s War in Ukraine through a leadership lens – touching on the Make Russia Great Again story, Ukrainian resistance, Destructive Consent, and the power of shame.
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.
People in positions of power and influence, like Prime Minister Boris Johnson, tennis star Novak Djokovic, and Prince Andrew, seem to believe that they are free to operate above the rules. But the tide of public opinion is turning against these egregious displays of privilege and inequality. Dr. Richard Bolden uses these cases to shed light on the reciprocal and relational nature of leadership.
In the middle of COP26, Keith Grint asks: “How do we mobilize the population to take responsibility for the planet when their personal contribution might appear to them to be materially irrelevant?” And, what does this have to do with notions about leadership, followership, and systemic change?
Keith Grint explores the collision of uncertainty, perceptions of leadership effectiveness, and decision-making in his latest ILA blog.
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.
Keith Grint ranges from Shakespeare’s Henry V to tweets from Donald Trump to expose the invisible privilege associated with being tall and the assumption that has long prevailed in human society that greater height correlates with attributions of leadership, particularly among men.
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.
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.”