Patriarchal Leaders are leaders who use their left brain functions excessively to drive their individual agenda and to control their experience and those of others. As a result, they are bound to the Patriarchal behaviors associated with that side of the brain. They tend to support the notion that traditional (left brain) behaviors of men are right and preferred while other behaviors and ways of expressing oneself are wrong. Functional qualities and needs rooted in the left brain include power, control, objectivity, critical thinking, and competitiveness and are the hallmark of the Patriarchal Leader. They negate the value of collaboration, cooperation, emotional expressiveness, empathy, caring and concern for the experience of employees, which are traditional right brain functional qualities.
How Effective Leadership and Governance Influences Organisational Performance...Humentum
In this interactive session, explore how effective leadership and governance can be critical to organizational performance and sustainability. Learn about pitfalls to avoid and walk away with practical strategies and best practices to offer support to organizational leadership and governance.
We all know, instinctively, the power of effective leadership. We know it when we see it. It is much harder to describe it, measure it and create it: leadership can seem like a black box. Yet this needn’t be so. Great leadership can be defined explicitly; can be measured and can be acquired.
Building Leaders for Corporate Social Responsibility (CSR): A Case Studypaperpublications3
Abstract: According to UN, Corporate Social Responsibility (CSR) is a management concept whereby companies integrate social and environmental concerns in their business operations and interactions with their stakeholders. CSR is an approach which helps a company to achieve a balance of economic, environmental and social constraints popularly known as “Triple-Bottom-Line- Approach”, by addressing the expectation of shareholders and stakeholders at the same time. The HR Manager is responsible to a wide ranging group of employees, communities, and investors. With the impact of information technology and globalization there has been a change in nature of these affairs which is affecting corporate performance. As Hilton and Gibbon (2002) said that Corporate Social Responsibility requires Corporate Social Leadership. This concept has achieved greater consequence due to its importance for growth of the society and its people in particular. This article aims at studying the role of Leadership for CSR, the Leadership practices for CSR Leaders and to study the implication required in converting managers to CSR Leaders. The study is poised basically from journals, conference proceedings, business article etc. The aim of article is to emphasize the importance of CSR leaders towards the progress of the society and for a better planet.
Keywords: Corporate Social Responsibility, Economics and Managing Business, Leadership.
Title: Building Leaders for Corporate Social Responsibility (CSR): A Case Study
Author: Dr. Kishore Kumar Das, Sasmita Sahoo
ISSN 2349-7807
International Journal of Recent Research in Commerce Economics and Management (IJRRCEM)
Paper Publications
Patriarchal Leaders are leaders who use their left brain functions excessively to drive their individual agenda and to control their experience and those of others. As a result, they are bound to the Patriarchal behaviors associated with that side of the brain. They tend to support the notion that traditional (left brain) behaviors of men are right and preferred while other behaviors and ways of expressing oneself are wrong. Functional qualities and needs rooted in the left brain include power, control, objectivity, critical thinking, and competitiveness and are the hallmark of the Patriarchal Leader. They negate the value of collaboration, cooperation, emotional expressiveness, empathy, caring and concern for the experience of employees, which are traditional right brain functional qualities.
How Effective Leadership and Governance Influences Organisational Performance...Humentum
In this interactive session, explore how effective leadership and governance can be critical to organizational performance and sustainability. Learn about pitfalls to avoid and walk away with practical strategies and best practices to offer support to organizational leadership and governance.
We all know, instinctively, the power of effective leadership. We know it when we see it. It is much harder to describe it, measure it and create it: leadership can seem like a black box. Yet this needn’t be so. Great leadership can be defined explicitly; can be measured and can be acquired.
Building Leaders for Corporate Social Responsibility (CSR): A Case Studypaperpublications3
Abstract: According to UN, Corporate Social Responsibility (CSR) is a management concept whereby companies integrate social and environmental concerns in their business operations and interactions with their stakeholders. CSR is an approach which helps a company to achieve a balance of economic, environmental and social constraints popularly known as “Triple-Bottom-Line- Approach”, by addressing the expectation of shareholders and stakeholders at the same time. The HR Manager is responsible to a wide ranging group of employees, communities, and investors. With the impact of information technology and globalization there has been a change in nature of these affairs which is affecting corporate performance. As Hilton and Gibbon (2002) said that Corporate Social Responsibility requires Corporate Social Leadership. This concept has achieved greater consequence due to its importance for growth of the society and its people in particular. This article aims at studying the role of Leadership for CSR, the Leadership practices for CSR Leaders and to study the implication required in converting managers to CSR Leaders. The study is poised basically from journals, conference proceedings, business article etc. The aim of article is to emphasize the importance of CSR leaders towards the progress of the society and for a better planet.
Keywords: Corporate Social Responsibility, Economics and Managing Business, Leadership.
Title: Building Leaders for Corporate Social Responsibility (CSR): A Case Study
Author: Dr. Kishore Kumar Das, Sasmita Sahoo
ISSN 2349-7807
International Journal of Recent Research in Commerce Economics and Management (IJRRCEM)
Paper Publications
Principal of Management Report : Pharmaplex CompanyShahzeb Pirzada
Shahzeb Pirzada and his group partners make a report on a survey of a company "Pharmaplex".....
Course: Principal of Management
Details:
The organization is truly product based organization, the task provided to us is to know hierarchy of the organization the way they deal along with their products the management levels of their organization, the shareholders, the profit loss of the organization, the distribution of their products in market, to know their policy of leading their business to the peaks of the sky.
IN SEARCH OF GLOBAL LEADERSHIP Mark E. Mende.docxjaggernaoma
IN SEARCH OF GLOBAL LEADERSHIP
Mark E. Mendenhall
Burton Frierson Chair of Excellence in Business Leadership
College of Business
University of Tennessee, Chattanooga
615 McCallie Avenue
Chattanooga, TN 37403
[email protected]
Allan Bird
Darla and Frederick Brodsky Trustee Professor in Global Business
Northeastern University
D’Amore-McKim School of Business
360 Huntington Avenue
Boston, MA 02035
[email protected]
Published as:
Mendenhall, M.E., & Bird, A. 2013. “In search of global leadership.” Organizational Dynamics,
42: 167-174.
IN SEARCH OF GLOBAL LEADERSHIP
2
EXECUTIVE SUMMARY
The vast majority of top management teams of firms from all over the world would likely agree
that they need more global leaders in their managerial cadres. Unfortunately, most firms struggle
to develop their existing managers into global leaders. It turns out that developing global
leadership competencies in managers does not occur with “one-size-fits-all” training programs or
traditional management development courses. We contend that firms’ failures in their global
leadership development efforts stem mainly from two “disconnects” – failing to understand what
global leadership is, and failing to understand the core competencies needed for global
leadership. Based on recent research, we provide a framework to assist top management to better
understand the relationship between the “global” dimension of leadership and the strategic
development of global leadership development programs that are effective, and how to decide
which competencies should be included in their global leadership development programs and
how to approach developing those competencies in their managers.
IN SEARCH OF GLOBAL LEADERSHIP
3
IN SEARCH OF GLOBAL LEADERSHIP
Few executives disagree with the notion that “we need more people — at all levels of the
company — who have the ability to effectively operate in their roles from a global perspective.”
A recent study by the World Economic Forum that investigated the most urgent issues that
leaders face, reported:
One theme that recurs more than any other is the need for clear, dynamic leadership in a
fast changing world. Given … that most of today’s leaders … grew up in a vastly
different world from today’s, it is perhaps no surprise that leadership remains the biggest
challenge of all for 2013 and beyond.
Yet, by all accounts, the effectiveness of efforts to develop global leaders for most
companies has been mixed at best, and in most cases disappointing. Why is that?
We, along with our colleagues, have been studying global leadership since it emerged as
an important issue for companies in the late 1990s. While it is too early to say that we know all
about global leadership and.
The present study addresses the influence of business ethics at global perspective and its management system. The study highlights on why society, business and ethics are intertwined with each other. This is a broad view which will be influencing how business is extensive with its involvement. Business is something which cannot be isolating itself as an entity from that of the society in it. The entire social environment needs to be taken into consideration by the business when they come up with ideas of manufacturing. This is also the main reason why ethics need to be in place for it
Art of Managing Business Ethics with Global Perspectiveijtsrd
The present study addresses the influence of business ethics at global perspective and its management system. The study highlights on why society, business and ethics are intertwined with each other. This is a broad view which will be influencing how business is extensive with its involvement. Business is something which cannot be isolating itself as an entity from that of the society in it. The entire social environment needs to be taken into consideration by the business when they come up with ideas of manufacturing. This is also the main reason why ethics need to be in place for it. Vishal Dineshkumar Soni "Art of Managing Business Ethics with Global Perspective" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-5 , August 2020, URL: https://www.ijtsrd.com/papers/ijtsrd31701.pdf Paper Url :https://www.ijtsrd.com/management/business-ethics-and-legal-issues/31701/art-of-managing-business-ethics-with-global-perspective/vishal-dineshkumar-soni
Executives regularly complain that their staff don't think or act strategically. We examine three reasons why this may occur - and what you can do about it.
The CEO Report_Oxford Univeristy & Heidrick & StrugglesNiren Thanky
Our unique research initiative brought together two globally renowned institutions with a shared purpose of helping to enhance the practice and positive impact of leadership throughout the world.
The CEOs we interviewed represent every industry and geography, these global leaders have nearly 900 years of CEO experience at companies employing 6 million people, generating nearly $2 trillion in revenue.
‘The CEO Report – Embracing the Paradoxes of Leadership and the Power of Doubt’ was launched in Davos at the World Economic Forum 2015
The CEO Report offers unique insights into how CEOs experience the changing nature of their role and turn their new challenges into opportunities for business and personal growth.
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The competitive Advantage of corporate cultures Daniel Denison, .docxmehek4
The competitive Advantage of corporate cultures
Daniel Denison, IMD Business School
Levi Nieminen, Denison Consulting
Lindsey Kotrba, Denison Consulting
What is Corporate Culture? At the climax of the annual holiday party in one rapidly growing American company, hundreds of balloons are released from the ceiling. Inside each balloon is a crisp new $100 bill and whoever scrambles the hardest, gets the most money! The lesson is simple, fun, and more powerful than all the personnel policy handbooks in the world. It helps capture the essence of some of the key definitions of corporate culture: Culture is “the way we do things around here,” and “what we do when we think no one is looking.”1 Most scholars further describe culture in terms of two important definitional fea tures, 1) culture has multiple layers or levels, and 2) culture is learned. Schein’s classic approach divides culture into three levels.2 He argues that basic, underlying assumptions lie at the root of culture and are “uncon scious, taken-for-granted beliefs, perceptions, thoughts, and feelings.” Espoused values are Artifacts, behaviors, and derived from basic underlying assumptions and are the “espoused justifications of strate gies, goals and philosophies.” Finally, at the top level are “artifacts,” that are defined as “visible, yet hard to decipher organizational structures and processes.” Like the iceberg norms are visible and tangible. Personal values and attitudes are presented in Figure 1, only about 10 percent of an organization’s culture is visible, whereas 90 percent is below the surface. However, it is the part of the culture that we can’t see—the less visible, but can be talked about. Underlying fundamental beliefs and assumptions—that often sinks the ship. beliefs and assumptions are Figure 2 reminds us that culture is learned—it includes “the lessons that we have learned that are important enough to pass on to the next generation.”3 The lessons from subconscious,invisible, and rarely questioned. Figure 1 Schein’s Three Layers of Organizational Culture the Visible Symbols cultural values that are important are reflected in the visible symbols that surround us, which further reinforce and shape our culture into the future, and so on. Winston Churchill made a similar point about architecture, stating that, “We shape our buildings; thereafter they shape us.”4 Returning to our discussion from above, it is almost always easier to change the buildings than it is to modify the cultural values that guided their construction. In other words, the stuff that resides below the surface of an organization’s culture—the fun damental beliefs and assumptions—is the core of what is learned over time and what comes to guide behaviors and visible structures and processes. Survival Figure 2 Diagram of Culture as Learned Why is Corporate Culture Important? Many top executives attest that shaping and managing their organization’s culture is one of their most important challenges. As ...
THE WORKING OUTLINEPsychological and Physiological Impact of S.docxpelise1
THE WORKING OUTLINE
Psychological and Physiological Impact of Social Media
Attention material: How will you gain your audience's interest in this topic?
Introduction of topic: Social Media has become a part of our everyday lives, but what impact does it have on you truly.
Thesis statement:
The popularity of social media has created a society based on unrealistic expectations which cause self-harm to an individual’s mental health, physical appearance, and personal interactions.
Organizational Preview: A sentence that captures the various elements presented in the paper in the order they appear.
BODY PARAGRAPH I
I. First main point- Social media on mental health
A. Another time point, a different story: one year effects of a social media intervention on the attitudes of young people towards mental health issues
Livingston, James D ; Cianfrone, Michelle ; Korf-Uzan, Kimberley ; Coniglio, Connie
Social psychiatry and psychiatric epidemiology, June 2014, Vol.49(6), pp.985-90
https://link-springer-com.proxygw.wrlc.org/content/pdf/10.1007/s00127-013-0815-7.pdf
B. Parental Control of the Time Preadolescents Spend on Social Media: Links with Preadolescents' Social Media Appearance Comparisons and Mental Health
Fardouly, Jasmine ; Magson, Natasha R ; Johnco, Carly J ; Oar, Ella L ; Rapee, Ronald M
Journal of youth and adolescence, July 2018, Vol.47(7), pp.1456-1468
https://link-springer-com.proxygw.wrlc.org/content/pdf/10.1007/s10964-018-0870-1.pdf
II. Second main point - Social media on physical appearance.
A. Broadening the Scope of Social Media Effect Research on Body Image Concerns
Prieler, Michael ; Choi, Jounghwa
Sex Roles, Dec 2014, Vol.71(11-12), pp.378-388
https://link-springer-com.proxygw.wrlc.org/content/pdf/10.1007/s11199-014-0406-4.pdf
B. Act 2: Extending Theory on Social Media and Body Image Concerns.(Report)(Author abstract)
Perloff, Richard M.
Sex Roles: A Journal of Research, 2014, Vol.71(11-12), p.414(5)
https://link-springer-com.proxygw.wrlc.org/content/pdf/10.1007/s11199-014-0433-1.pdf
Body Paragraph III
III. Third main point- Social media on social interactions
A. How patients’ use of social media impacts their interactions with healthcare professionals
Benetoli, A. ; Chen, T.F. ; Aslani, P.
https://ac-els-cdn-com.proxygw.wrlc.org/S0738399117305293/1-s2.0-S0738399117305293-main.pdf?_tid=9cc2bd7f-d5f2-49d7-b7aa-920b9d90e7b5&acdnat=1548979945_2249016def072a123b3175152b3e818cPatient Education and Counseling, March 2018, Vol.101(3), pp.439-444
B. ARTICLE
Consequences of cyberbullying behaviour in working life
Muhonen, Tuija ; Jönsson, Sandra ; Bäckström, Martin
International Journal of Workplace Health Management, 2017, Vol.10(5), pp.376-390
https://search-proquest-com.proxygw.wrlc.org/docview/1940282298?accountid=11243&rfr_id=info%3Axri%2Fsid%3Aprimo
Conclusion
Restate thesis
The popularity of social media has created a society based on unrealistic expectations which cause self-harm to an individual’s mental h.
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Improving profitability for small businessBen Wann
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Set off and carry forward of losses and assessment of individuals.pptx
Sustainable leadership perennial philosophy
1. (http://www.cipd.co.uk)
10 August 2010
Sustainable leadership: Perennial philosophy
The fallout from the world financial crisis continues unabated. For the first time since the Great Depression of the 1930s, some of
the most sacred tenets of Western capitalism are being questioned in mainstream debate. Chief among these is our most basic
assumption that growth is the primary goal of economic activity. There seems to be a widespread acceptance of the need for
corporations to be more responsible as global tenants, to pay more attention to the broader consequences of economic activity
and to adopt more sustainable practices.
What are the implications of this shifting perspective for how organisations function, and consequently how they are led? And what
light does the recent crisis cast upon what to avoid? How did the very bright, capable people who led some of our apparently most
successful businesses become reckless and bring about such a massive collapse? What can we learn about the nature of
organisational culture and the quality of leadership that resulted in such behaviour?
While the recklessness of the financial services industry seems to have been pivotal, our research suggests that the crisis was the
culmination of a far wider malaise affecting how organisations operate, what leaders do, and how they are developed. By and
large most leaders – and most academics, teachers and consultants in this field –believe leadership is about being in control of an
organisation in the singular pursuit of maximising financial return. This belief is based on the twin assumptions that businesses are
like machines which leaders can “drive”, “re-engineer”, and “leverage”, and that the main purpose of business enterprise is to
maximise profit.
Both of these assumptions are now being rigorously questioned. Businesses are increasingly seen as participants in a wider
ecology with responsibility for minimising their environmental impact and improving their contribution to social welfare.
Associated with the “machine” view of organisations is a belief in control, whereby unilateral decisions – or decision-making by a
small inner circle – are the norm, even on business activities involving significant risk. After all, if I am in control, what need is there
to consult others? Moreover, it is all too easy for leaders to extend this illusion of control to believing they can predict and control
the consequences of their decision-making for society as a whole. This has had disastrous consequences.
Our initial research into personal and career sustainability, which started more than eight years ago, was published in a book by
Tim Casserley and David Megginson in 2008, before the financial crisis reached its climax. This research illuminated the dynamics
in the relationship between leaders and their organisations that can either lead towards long term, sustainable success or business
failure and derailment. We looked at:
- the dimensions of organisation culture that can influence more – or less – responsible approaches to careers; - what successful
leaders do – and don’t do – that sustains them and their careers over the long term;
- the patterns of behaviour associated with pursuing work unsustainably.
Then, between October 2008 and September 2009, as Edge Equilibrium, we ran a programme for high-potential leaders from WNS
Global Services, Novartis, PricewaterhouseCoopers, McCann Erickson, BG Group and UBS. This experiential programme in
sustainable leadership was called Leading from the Edge. It confirmed our findings, and provided deeper insights.
We believe that our findings form the basis of a paradigm shift in the way we think about how leaders are developed. It is an
approach that centres on leaders exercising a duty of care for their own sustainability as well as that of the wider business and the
society of which they are a part. It is as concerned with leaders learning the lessons of sustainability – paying attention to their own
“healthily selfish” needs as a prerequisite of effectiveness – as it is with improving their performance.
We call this approach “developing sustainable leadership”, and it works at a number of levels:
- the personal level of sustaining personal psychological and physiological health;
- the organisational level of sustaining a work environment in which people are enabled to flourish and realise their own potential in
the service of organisational purposes they see as worthwhile and congruent with their own sense of personal purpose;
- the sociological level of playing a responsible part in the broader community;
- the ecological level of sustaining the environment.
By contrast, the current paradigm sees leadership largely as a set of skills or competencies. The twin activities which underpin
most leadership development are identification of competencies followed by behaviour modification. The assumption is that
performance can largely be defined and achieved by combining knowledge and skills with experience, assuming the “right” attitude
and appropriate motivation. We believe there is little correlation between much leadership development activity and effective
performance.
There has been a recent move towards “self awareness”, partly stimulated by Daniel Goleman’s work on emotional intelligence,
but this tends to be seen as another competence, and as a soft skill that is forgotten as soon as the economic climate gets tough.
It’s interesting to note that Goleman has also attempted recently to widen the perspective by introducing the concept of “ecological
intelligence” (see “Gaia Education (http://www.peoplemanagement.co.uk/pm/articles/2010/07/ecological-intelligence-gaia-education.htm) ”).
Our research shows that performance derives from an integration of three core processes: reflection on action (learning through
doing); psychological intelligence (having a clear sense of personal purpose and an awareness of personal assumptions and
motivations); and physiological well-being (effective management of stress and sufficient self care).
This last process is all but ignored in most development programmes, or seen as a “nice to have” add on, while our research
suggests that it is of equal importance to the other three.
Importantly, it is the integration of these three core processes, followed by their engagement with the culture of the organisation,
which constitutes effective leadership development, generates sustainable leaders, and is more likely to create sustainable
organisations.
PART 2: Hallmarks of sustainable leadership
1 Reflection on action
It is one thing to act, and management is largely associated with “doing”. It is quite another to reflect seriously on action and hence
to learn. This idea, of course, has a long pedigree. What we are talking about here is leaders finding the time and the space to
regain a sense of perspective, by reflecting on their experiences and on what they hear from others. This inevitably means giving
up old leadership assumptions about being in control and, instead, taking the time to reconnect with those around them who have
unique insight into what is really happening in the business.
2 Psychological intelligence
This more recent focus in leadership development currently is largely addressed through the use of psychometric instruments that
purport to provide profiles of personality, preference, aptitude and so on. What these do not substantively address are two core
psycho/sociological questions:
Personal purpose
If we ask a leader “What is your purpose?”, the initial response is often incomprehension. If you press them to think about what
kind of society they want to create for future generations, what kind of organisation they want to create for their employees, what
effect they want their organisation to have on the environment and so forth, they may wonder what all of this has to do with their
job as a leader. We suggest that it has everything to do with their job as a sustainable leader. Rather than unthinkingly conflating
their own purpose with the commercial aims of the organisation, responsible leaders need to think about their personal purpose,
because that is likely to provide a deeper source of conviction and resilience when the going gets tough.
Motivation
In our experience, all motivations have a shadow side, or neurotic potential. For example, the desire to succeed is clearly a
valuable source of energy, but it can tip over into a desire to succeed for its own sake, to the exclusion of all other considerations,
and at the expense of others. Such neurotic motivations usually have their roots in early experiences and are never sustainable in
the long run. They frequently lead to individual burnout, and/or create toxic work environments.
3 Physiological well-being
2. There is overwhelming research evidence that neurotic motivation (invariably unconscious) often combined with over-identification
with the organisation (lack of sense of personal identity) gives rise to physiological stress levels that are unsustainable in the long
run. Long‑term consequences may be sleep problems, alcohol dependency, burnout as well as increased likelihood of
cardiovascular disease, type 2 diabetes and so on.
4 Negotiated engagement
Effective leaders also play an active role in determining how they engage with the culture of the organisation, actively bearing in
mind their individual core processes (1-3 outlined above). In essence, this means they need to define for themselves which
aspects of the culture and conditions they feel committed to. What will they sign up to? Which aspects are they willing to live with?
What do they seek to change?
This portrayal of the leader as powerful agent in relationship with the organisation is the final hallmark of sustainable leadership. It
challenges the idea that leaders can be developed effectively in isolation from their social context and, in so doing, invalidates most
mainstream, programmatic leadership development activity. It also rejects deterministic notions that leaders are purely at the
mercy of powerful forces in their environment, including the culture of their organisation. It makes the relationship between the
organisation and the individual leader central to the effectiveness of leadership development.
Spectrum of individual sustainability
We asked 100 high-flyers, from 29 different countries, to tell us about their experience of severe stress at work, as well as their
perception of how their organisations responded, during a three-hour, audio taped interview. Subsequent analysis of these “stress
stories”, combined with survey data and follow-up interviews with participants a year later, identified a range of behaviours:
- Burnout: Individual outcomes such as job burnout and depression are at the negative end of the spectrum. Some 20 per cent of
our research population manifested all the classic symptoms of burnout: overwhelming exhaustion, distress, disillusionment,
dysfunctional attitudes to others, addictive behaviour and a reduction in performance and productivity.
- Joyless depletion: A far larger proportion demonstrated some of the symptoms of burnout. These people were not at risk of
actually burning out, but they were in a permanent state of sleep debt, and followed highly addictive work styles. We call this state
“joyless depletion”. They were also prone, among other things, to reckless decision-making. Although some organisations create
conditions that foster irresponsible approaches to work and career, we found that individual leaders also make choices that lead
them down this road. These choices are driven by a susceptibility to unthinking confluence with their organisations’ objectives, and
a lack of reflexive ability. These leaders with less sustainable approaches to work and career tended to have a sense of purpose
rooted in a need for recognition, fame and career success.
Sustainable leadership: These people had a sense of purpose that was grounded in something deeper and more enduring than
just the achievement of work and career goals, and went beyond the leader’s narrow self interests. They were their own person
rather than what others wanted them to be. They were conscious of their lives having some kind of story that enabled them to
make meaning of their experience. They also possessed very well developed reflexive ability – making sense of things at an
emotional and intuitive level as well as intellectually, and responding in a more visceral way. They were able to step back, look
critically at themselves and creatively adapt to changes in their environment.
The organisation’s role
Our research amplifies the importance of organisational context in the development of leaders – particularly culture and work
conditions. We identified the key dimensions of culture that are influential in developing a collective sense of responsibility for the
success and sustainability of the overall enterprise and its stakeholders. For example:
Purpose and meaning: The extent to which the organisation actively encourages individuals to develop their own sense of
meaning and purpose, rather than to believe that their outlook and interests are identical to that of the organisation.
Fearless speech: The degree to which finding one’s voice and questioning conventional practice is accepted as part of making a
career and making a valid contribution to the good governance of the organisation, versus the degree to which the organisation
values conformity with organisational norms, and discourages speaking out about what needs to change.
PART 3: Developing sustainable leaders
As mentioned earlier, this new approach centres on leaders exercising a duty of care for their own sustainability, as well as that of
the wider business and the society of which they are a part. So what does a development programme based on these principles
look like in practice? To be effective, of course, a development “experience” needs to be tailored to meet the specific needs of the
organisation and eschews a generic, one-size-fits-all approach. But for the sake of illustration, a typical experiential programme
would include:
Individual inquiry: the starting point is an inquiry into the three core individual processes described previously. Leaders are asked
to assess their personal sustainability as well as the degree to which the culture of their company fosters a responsible approach
to work and career. All this is explored using surveys and one-on-one conversations. The conversations focus on the most
challenging times during a leader’s career, as well as their experience of being a leader in their organisation. Leaders’ well-being
and vitality are examined through a self administered medical test.
Executive coaching: Initially the coaching explores the dominant narrative leaders have about themselves as leaders, and when in
the past they might have had an alternative story that better served them and their leadership.
Residential workshop: This serves to challenge each leader’s current way of being and doing. It is important to locate it in an
environment far removed from their everyday existence. Along with the experiential nature of the workshop activities, this serves to
“discombobulate” leaders, enabling them to deconstruct their current world view and explore alternatives.
One-to-one sessions explore each leader’s psychological and physiological well-being, and the likely impact this has on their
leadership, decision-making and interactions with others, based on the information collected during the inquiry stage. This data can
prove to be a wake up call for some. A variety of experiential development activities such as action learning, eliciting a leader’s
sense of purpose through reflective questioning from peers, guided visualisation, and so forth, deepen insight and help leaders to
gain clearer access to their own wisdom.
Follow-on coaching: Subsequent coaching builds on the progress made in the workshop, in particular, the leader’s emerging sense
of personal purpose, how this relates to the organisation’s purpose and culture, and what actions need to be taken as a result.
Action inquiry: This enables leaders to develop their practice of sustainable leadership back in their local day-to-day environment.
Inquiry groups typically consist of six or seven leaders. The group frames the specific questions they want to explore about their
practice of sustainable leadership, and agrees how they will go about experimenting with this new form of practice back in their
day-to-day lives as leaders. Some weeks later, they reflect as a group on their experience, using learning from their successes and
failures to inform their subsequent practice as leaders.
When running a programme to develop sustainable leaders, it’s important to ensure that every aspect of the development activity
is congruent with the principle of sustainability. This includes the sustainability and developmental stage of the coaches and
facilitators involved, the types of venue chosen for workshops, the food served, and the care taken to minimise the carbon
footprint. A single mistake here can invalidate the whole developmental effort.
In conclusion, trying to go on with the business of developing leaders as if nothing has happened is a fool’s game which will
inevitably lead, sooner rather than later, to a reoccurrence of the crisis. Our findings point to the need for a different approach to
leadership development – one that is more suited to the new order now emerging.
The emphasis of our Leading from the Edge programme was on leaders playing a responsible part in the collective success of
their organisations and the broader community, rather than being driven by their own ambition. We finish with this comment from a
participant: “It was like a curtain falling away in front of you. Before I was pursuing life from an individual perspective and now I
see the greater landscape. It gave me strength to do even bigger things and to expand my ambitions.”
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Further Info
About the authors
- Tim Casserley is founder of sustainable leadership consultancy Edge Equilibrium (http://www.edgeequilibrium.com/) and co-author
of Learning from burnout. He previously held senior leadership and OD roles with PricewaterhouseCoopers, GSK, Chevron
Texaco, Fujitsu and GE.
- Bill Critchley is a consultant (http://www.billcritchleyconsulting.com/) specialising in developing the capacity of organisations for
change and innovation. He founded the Ashridge MSc programme in organisation consulting and coaching for consultants, and is
a visiting professor at Middlesex University.
References
- T Casserley and D Megginson, Learning from burnout: developing sustainable leaders and avoiding career derailment, Oxford:
Butterworth-Heinemann, 2008
- D Goleman, Emotional Intelligence: Why It Can Matter More Than IQ, Bantam, 1997
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