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Leadership in contextResearch suggests that the most effective leadership behavior reflects the state of a company’s organizational health. Top-management teams that are serious about developing vibrant businesses and effective leaders must be prepared to look inward, assess the organization’s health objectively, and ask themselves frankly whether their leadership behavior is strong enough in the ways that matter most at the time.Michael Bazigos / Chris Gagnon / Bill Schaninger / McKinsey Quarterly
Create a coaching cultureCoaching cultures is a subject in growth. More and more leader, HR and development practitioners are asking for a coaching culture within their organisations. The reason for this is a matter for debate, but growing evidence, including from to the ICF, demonstrates that coaching improves individual performance and increases employee engagement.Tim Hawkes / Managing Director / Unlimited Potential
How to be a great leader in an age of disruptionDon't ignore the present and balance urgency with accuracy, writes Procter & Gamble's president of Europe in Management TodayManagement Today
Impact of leadership and management development on organisationsThe aim of this report is to identify the impact of well-trained leaders and managers within organisations. Although there is ongoing evaluation into the impact on an individual’s workplace performance as a result of their involvement in leadership and management development, little is known about how organisations are affected by the impact of a highly trained leadership and management cadre. Useful article if you are creating a business case for leadership and management training.Leadership and management Wales
42 Ways to be a bossImplementing effective leadership techniques is a simple way to improve your business and working environment. This infographic from Unum breaks down the best 42 things a boss can do to engage their staff.Unum in HR Review
The importance of motivating teamsIt is important to empower and reward people, but the top priority must be to listen. Only a manager who listens will succeed. In this insightful article by Sheikh Mohammed Bin Rashid al Maktoum, Prime Minister and Vice President of the United Arab Emirates and the Ruler of Dubai, there are some Interesting lessons we can learn from this world leader on how he manages his teams.Sheikh Mohammed Bin Rashid al Maktoum in Training Zone
Experiencing Trustworthy LeadershipThis report looks at how followers experience trustworthy senior leaders within some of the UK’s major corporations and institutions. It does not focus so much on the self-generated narratives of the leaders themselves but the experience of their colleagues, their teams and their bosses who work alongside or for them. Thus the emphasis is on practice, process, actions and behaviours and looking at Leaders as trust-builders.CIPD and University of Bath School of Management
Leadership development – a round-up of latest research and trendsThis paper is for HR and L&D practitioners who need to keep abreast of the vast array of information and learning technologies associated with developing and retaining talented leaders. Leaders who are ‘fit for purpose’ both now and in the future. The Learning Consultancy Partnership have consolidated the views and predictions from some of the top thinkers regarding global leadership, such as The Corporate Leadership Council (CLC), Cranfield School of Management, The King’s Fund, the UK Commission for Employment and Skills (UKCES) and the Center for Creative Leadership to name but a few.Learning Consultancy Partnership
Experiencing trustworthy leadershipFrom trustworthy leaders to trustworthy leadership. To move towards perfecting the practice of trustworthy leadership, the starting point here is not the characteristics of trustworthy leaders but instead understanding the experiences of their colleagues, teams and bosses. In total we identified four underpinning themes, namely Putting relationships at the heart; recognising and developing uniqueness; enabling mutual responsibility and engaging with real people.University of Bath, School of Management
Culture - the frontier to successThere are a relatively small number of common ingredients which make the majority of us feel great. Getting these right helps everyone seek out for themselves other factors that work for them. Being engaged with our work and the workplace emphasises the commitment we have, and provides us with the feedback from success that makes us feel terrific, energised, and motivated to go forward. Creating a culture that produces these effects requires attention to the elements of organisations on which we can make an impact.Derek Mowbray
Adaptive LeadershipAdaptive Leadership is a process.It is based on shared responsibility for the organisation, shared by the workforce as a whole. The expectation is that the workforce will address every issue relating to the success of the organisation; that individuals will offer unsolicited ideas; that everyone learns from each other and takes a lead in situations.Derek Mowbray
MANAGEMENT 2020 - Leadership to unlock long-term growthFollowing the financial crisis of 2007/2008 which plunged the UK economy into the doldrums and shattered trust in business leaders, the All- Party Parliamentary Group on Management decided to found the Commission on the Future of Management and Leadership with the CMI. The Commission asked three key questions. How good are management and leadership in the UK today? What are the skills that managers will need in the future? And how can UK management be improved in order to deliver success by the year 2020? Evidence considered by the Commission identified major changes that are not only reshaping the world of work, but creating profound challenges for managers.Commission On The Future Of Management And Leadership and the CMI
Why Good Bosses Tune in to their PeopleAs the boss, you are the most important person in the organisation, and subordinates monitor, magnify, and mimic your every move. You need to stay in tune with this relentless attention and use it to your advantage.Robert I Sutton in McKinsey Quartlerly
Perspectives on LeadershipThis report covers the evolution of leadership theory – where are we now and where are we going; Relational leadership; Values-based leadership; Contextual leadership; Academic perspectives on leadership develop.Rachel Lewis and Emma Donaldson-Feilder, CIPD
Lessons for Leaders from the People Who MatterIn these days of economic uncertainty, increasing competition, globalisation, skills shortages, and shortening business cycles, being a leader has never been more challenging. But a simple constant remains - leadership efectiveness is ultimately determined by those who are led.Pete Weaver & Simon Mitchell
Leadership Management Key to Sustainable Growth EvidenceImproving leadership and management skills is key to building productivity, securing profitability and ensuring competitiveness. It is aimed at business intermediaries/representative bodies that offer business support/advice and explains the business benefits of good leadership and management including an analysis of the UK’s current leadership and management performance. It offers practical recommendations which employers can take in order to improve their skills and management capability. Department for Business Innovation & Skills
Leadership and the Art of Plate SpinningColin Price explains why senior executives will better balance people and priorities by embracing the paradoxes of organisational life.Colin Price in McKinsey
KHPI Work Trends Report Trust MattersThis report offers actions that senior leaders can take to affect trust levels, and reap the rewards that come from an honest working culture and highly engaged workforceKenexa High Performance Institute
Increasing Performance and Profitability the Psychological WayDerek Mowbray explains that organisations that use occupational health psychology and its associated tools are able to work more smartly, become more effective and deliver a wide range of benefits.Derek Mowbray in Healthcare Manager
ILM The truth about trust: Honesty and integrity at workFew leaders would disagree that trust is an essential ingredient for sustainable organisational success. Trust helps organisations to run smoothly, increasing positivity and co-operation, improving processes and driving individual and team performance. Trust underpins effective working relationships. The more someone trusts a colleague, manager or team member, the greater the likelihood they will co-operate, share information and work effectively together. By increasing trust levels across their organisations, employers can drive significant improvements in performance by motivating staff to commit additional discretionary effort. It helps businesses to both take and manage risks safely and allows leaders to try new things, essential if an organisation wants to grow and develop. ILM
How To Be a Better BossAs managers, we like to think we are doing a good job but, if we are being truthful with ourselves, we know there are things we could do better, especially in terms of how we get the most out of our employees.Julian Birkinshaw in Management Today
How Centered Leaders Achieve Extraordinary ResultsCentered leaders can achieve extraordinary results, and can thrive at work and in life, by adopting a leadership model that revolves around finding their strengths and connecting with others. Five capabilities are at the heart of centered leadership: finding meaning in work, converting emotions such as fear or stress into opportunity, leveraging connections and community, acting in the face of risk, and sustaining the energy that is the life force of change.Joanna Barsh, Josephine Mogelof, and Caroline Webb in McKinsey Quarterly
Exceeding Expectation The Principles of Outstanding LeadershipThis major research project set out to explore in depth the beliefs and practices of outstanding leaders to test and bring new dimensions to the world of leadership theory. The two-year qualitative study, shows that outstanding leaders combine a drive for high performance with an almost obsessive focus on people as the means of achieving this. What is striking is that the research has uncovered clear differences between good and outstanding leadership. There is now evidence to support a systemic, people centred approach to high performance leadership. This is a paradigm shift for most leaders who remain focused on the numbers and has implications for all organisations seeking to improve their performance.Penny Tamkin, Gemma Pearson, Wendy Hirsh and Susannah Constable
Dont be a Bad BossRecent headlines have been full of stories about poor leaders bringing down businesses. So, what should line managers - who are coming through the ranks - do to avoid the 'traps' of poor management?Graham Scrievener in Management Today
Debate the Changing Face of the LeaderWhether it's managing a far-flung team, projecting the right values or venturing onto Twitter, the challenges facing those at the top of business have never been more various. In association with Unilever, MT debates the evolving nature of leadership.Management Today + various
Code for Ethical LeadershipEthics is concerned with moral values established by, and applied within, all types of communities, including organisations. Ethical leadership is about framing decisions and actions within a context of what is right, good, and innocent.Derek Mowbray
CIPD Leadership Easier Said Than DoneIn this report the CIPD look in more detail at the barriers to leadership and good people management in practice. Their insights are based on over 120 interviews and focus groups with managers, employees and HR practitioners in seven large organisations.CIPD
CIPD Focus on Trust in LeadersThis special CIPD Employee Outlook focus survey explores whether trust is spoken about within organisations, the current state of trust in leaders, how this compares with trust in others within the organisation (such as colleagues and line managers), and how important trust is when selecting senior managers. Trust ratings between employees and senior managers increase with an employee’s seniority, suggesting that senior managers are somewhat out of touch with how other employees are feeling.CIPD
Andrew Davidson Interview with Vineet NayarAndrew Davidson of the Sunday Times interviews Vineet Nayar, the businessman who has transformed the Indian IT giant HCL by making employee satisfaction his primary focus. Now he wants the world to follow suit.Andrew Davidson
15 Tips for Upping Performance in OthersGood managers attract exceptional staff; they make the organisation a preferred employer; they help to increase market share and enhance profitability; they reduce costs. Their staff are engaged, committed and ‘go the extra mile’. They are able to persuade the workforce to do things they might otherwise not do without causing a hint of psychological distress.Derek Mowbray


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