The principles of what constitutes ‘good leadership’ in today’s fast-moving and complex world are increasingly well understood and with robust empirical research to back it up, frequently supported by fMRI conducted neuroscience too. The challenge now is to transfer that theory into practice. As Jeffrey Pfeffer highlights in his new book ‘Leadership BS’ the best leadership practices can easily fall foul of those who do not play by the same rules – and we are deluding ourselves and our organizations if we fail to take these risks into account.
No organization will create the right environment and culture for the benefits of good leadership to flourish if it is not lived, championed and enforced by those at the very top. In this issue we explore how senior leaders hold the keys to changing behaviours and maintaining that culture.
Key Articles
Peter Chadwick
A conversation with Tiff Macklem, Dean of the Rotman School of Management, University of Toronto.
Patricia Klarner, Gilbvert Probst & Michael Useem
Research shows Board directors increasingly go beyond their monitoring duties taking leading roles in governance, strategy and capital allocation.
VIEWPOINT
Governance Fit for the Future
The Role of the Board in Organizational Change
Bridging the Values Gap
EXECUTIVE DEVELOPMENT
People as Brands, Brands as People
Focusing on Expertise for Business Impact
Mindful Exclusion
In Search of the ‘Next’ Leader
Leadership Journeys – Guler Sabanci
CORPORATE PRACTICE
Fast-tracking Talent for Strategic Transformation – Dimension Data and FT|IR Corporate Learning Alliance
Engaging Stakeholders Globally – Georgetown McDonough and Rio Tinto
BOOK REVIEWS
The Culture Map: Breaking Through the Invisble Boundaries of Global Business – Erin Meyer
The Ambidextrous Organization: Exploring the New while Exploiting the Now – Jens Maier
Getting Beyond Better: How Social Entrepreneurship Works – Roger L Martin & Sally R Osberg
Leadership BS: Fixing Workplaces and Careers One Truth at a Time – Jeffrey Pfeffer
EXEC ED NEWS
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