current issue: January / February 2012
by Stephen Bernhut
From "Yes, We Can" to "No, You Can't"
In what still is for many the definitive book on leadership, James MacGregor Burns wrote that the classic role of the great leader is “to comprehend not only the existing needs of followers but to mobilize within them newer motivations and aspirations…” In the book, simply titled Leadership, the great American historian went on to describe this type of leadership as transforming leadership.
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features
Neuroscience and the Link Between Inspirational Leadership and Resonant Relationships
by Richard Boyatzis“Relationships,” says a dejected Alvy Singer, Woody Allen’s character in the movie, Annie Hall. “Who needs them.” The fact is that every leader needs to have smooth, productive relationships with those around him or her. But what makes for...
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For various reasons, the management challenges ahead will require the skills of a collaborative leader. Many leaders, however, lack the required skills to collaborate meaningfully. Readers will learn what those skills are and how they can develop them in...
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Developing Leadership Character
by Mary Crossan, Jeffrey Gandz, and Gerard SeijtsThe sum of virtues, values and traits equals good character, which, in addition to competence and commitment, is one of the 3 ingredients that make a leader effective and respected. For many, however, virtues, values and traits remain indefinable,...
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Transformational Performance-Based Leadership: Addressing Non-Routine Adaptive Challenges
by Kari Granger and Doug HanoverA leader’s job is to create contexts that will allow followers to adopt new perspectives on the challenges they face, and therefore, new actions that lead to higher levels of performance. The observations offered by these authors will be...
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Smart Workplace Conversation: The Knowledge Economy’s (New) Organizational Value Chain
by Mark HollingworthAll of us – from those in the C-Suite to others at workstations – have heard a lot about how to have more effective meetings. Yet we still find ourselves in meetings that are poorly organized, run too long...
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Growing Big by Targeting Small
by Stephen WunkerBusiness leaders are trained to focus on big, attractive markets, yet some of the most compelling sources of growth come from markets that start out as tiny footholds. Penetrating such foothold markets requires an entirely different approach than the...
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Occupy, Economic Inequality and Business Initiatives: Insights from India
by Hari Bapuji and Suhaib RiazOccupy movements highlighting economic inequality have quickly spread around the world. But they have also excluded several countries. One interesting example of the latter is India. How have businesses in India coped with the dual pressures of enhancing shareholder...
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Lying Up on the Job: Does Deceptive Impression Management Work?
by John CarlsonWhile lying in the workplace is prevalent, it simply doesn’t work, according to this author, who has conducted several studies on the the topic. In fact, the greatest risk is in turning a blind eye and making dishonesty acceptable. As...
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Learning From Conflict: Lessons From the Salmon Farming Industry
by Pat MacDonaldThat an inter- or intra-organizational conflict could be a prime learning opportunity may seem farfetched. But not according to this author, who writes that though a conflict may never be fully resolved, organizations may be able to learn how...
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