ILA Fellow Erwin Schwella uses the case of General Jacob “Jackie” Selebi, the former National Commissioner of the South African Police Service to explore the personality traits and contexts that contribute to why public leaders fail.
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.
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 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?
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.
Often citizens assume that leaders in positions of power have the essential leadership capabilities needed for the work. However, many leaders measure their effectiveness solely on the stock market index and do not understand that effective leadership requires an intricate balance between the economy and humanity.
Being positive can facilitate transformational leadership but taken to extremes it can become insincere and manipulative. Excessive positivity constitutes a significant barrier to reflection and learning. By silencing critical voices, Prozac leadership has hindered our leaders’ response to the pandemic.
An enduring issue for leadership is the emotional effect of leaders’ presence and absence on those who look to them for direction, guidance, and reassurance. If leaders fail to show up, it sends a signal that they don’t really care. In times of crisis, care becomes a highly salient marker of effective leadership.