Gerard Seijts
Gerard Seijts is Associate Professor, Faculty Director, City of London Management Foundations Program, Ivey Alumni Association/Toronto Faculty Fellow in Business Leadership, and Faculty Scholar, Richard Ivey School of Business, University of Western Ontario.
Articles by this Author:
Developing Leadership Character
by Mary Crossan, Jeffrey Gandz, and Gerard Seijts | January / February 2012
The 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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COPING WITH COMPLEXITY
by Gerard Seijts, Mary Crossan, and Niels Billou | May / June 2010
Coping with the complexity of today’s business environment is not about predicting the future or reducing risk. It’s about building the capacity, in yourself, your people, and the organization to adapt continuously and learn speedily, in order to maximize the...
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THE CROSS-ENTERPRISE LEADER
by Gerard Seijts, Jeffrey Gandz, and Mary Crossan | July / August 2008
Visualize a leader with virtues such as courage and integrity, as well as five key types of intelligence, and you’ve got a clear picture of the cross-enterprise leader. So equipped, such a leader has what it takes to adopt the...
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LEARNING GOALS OR PERFORMANCE GOALS: IS IT THE JOURNEY OR THE DESTINATION?
by Gary P. Latham and Gerard Seijts | May / June 2006
While setting goals is important, setting an outcome goal – rather than a learning goal — can have a negative impact on an individual’s performance. This is especially true when acquiring skills and knowledge is more important than being persistent...
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WHAT ENGAGES EMPLOYEES THE MOST OR, THE TEN C’S OF EMPLOYEE ENGAGEMENT
by Dan Crim and Gerard Seijts | March / April 2006
Practitioners and academics have argued that an engaged workforce can create competitive advantage. These authors say that it is imperative for leaders to identify the level of engagement in their organization and implement behavioural strategies that will facilitate full engagement....
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