It is only when things change that we can see clearly how stable they were before. In organizations leaders frequently leave and are replaced not because wider change is sought or required but because the individuals wish to move on to other challenges (or to enjoy their accumulated spoils of power). In these cases the replacement leaders often feel the need to stamp their new authority with sweeping reorganizations, or strategy changes, whether required or not, and so set the foundations for how their leadership time will be judged. The change is therefore more about them then the organization.
Today’s world is different. For many the uncertainty these potential changes will bring highlight how much certainty there was before, and the benefits being claimed are far from either certain or worth the pain.
In such times it is not the strategy that leaders follow (in the UK and USA these have been loosely outlined in the campaigns) but the style and manner of their implementation that will count. It is not ‘strong’ leadership but ‘good’ leadership that is required. Bringing disparate and conflicting parties together. Creating consensus and momentum as the road of change is travelled. These are softer more nuanced skills than the salesman rhetoric of the campaign trail, but if the rhetoric is to be translated into benefit for the greatest number then they are the necessary follow ones.
These are the skills we have been covering in Developing Leaders for all our 25 issues over the last six years. They are skills sets that are well understood by academics but inordinately difficult to practice well and consistently. But from countries leaders down we all must continue to try.
Professor Ed Hess, Darden School of Business, University of Virginia
Harnessing the power of human emotions to succed in the era of AI and machine learning.
Professor Vicki Culpin, Ashridge Executive Education, Hult International Business School
Sleep deprivation appears to be an increasing characteristic of today’s working environment for professionals across organizations.
Edward D’Souza and Andrew White, Saïd Business School, Oxford University
Reflections on the value of contemplation in leadership development. Practices that help leaders and organizations face the whole cycle and develop a path beyond the need to focus solely on winning.
A Time for Critical Reasoning A Conversation with Vincent Bryant, Executive Director, Executive Education at Warwick Business School
Human Excellence in the Smart Machine Age Edward D. Hess
Executive Education Fit for the Future Jason Cassidy, President, Ashridge Executive Education at Hult International Business School, in Conversation
Seeing the Whole Steven D’Souza and Andrew White
When Sleep Is a Leadership Issue Vicki Culpin
Relational Capital for Performance and Wellbeing Tim Young
Collaborative Learning Matthew Farmer
Leadership Research Data Focus
Heading Into The Cloud Microsoft and INSEAD Development Program
Exec Ed Up Date
Exec Ed News
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