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Find out about driving growth and innovation, strategic leadership in "permanent whitewater", the platform-driven organization and why so-called success formulas fail in this leadership briefing.
Articles:
Beating stress and preventing burnout
Fueled by the relentless pressures of the 24/7 work schedule, globalization, large-scale initiatives and scarce resources, leaders today are experiencing more and more stress, fatigue and total burnout. At the same time, few leaders have learned the important lessons about addressing inherent stressors.
Originally published in the Handbook of Business Strategy
Volume 6 Number 1, 2005
Driving sustainable growth and innovation: pathways to high performance leadership
The challenge for business leaders, across all industries, is to recognize and accept a new reality in which easy answers, quick fixes and magic bullets are harder to find. This is a reality in which pathways to success are increasingly complex and ambiguous – a reality in which organic growth and innovation emerge as the key drivers of sustainable top- and bottom-line growth.
Originally published in the Handbook of Business Strategy
Volume 6 Number 1, 2005
Strategic leadership in permanent whitewater
A whitewater ride calls for a particular type of leader – one with an acute sensitivity to the situation, a high degree of personal autonomy and the ability to discern and convey to others how things might play out more favourably for everybody. With the rapids as a backdrop, the author considers seven fundamental lessons on strategic leadership when navigating “permanent whitewater.”
Originally published in the Handbook of Business Strategy
Volume 6 Number 1, 2005
The platform-driven organization
The purpose of this paper is to shed light on two key developments in the field of leadership that are significantly impacting organizations today. These two new developments are transforming businesses and non-profit organizations alike. These new developments are: the creation of a new category of leadership called “leaders of leaders,” and the reemergence of the leadership tool called, “the platform,” as the cornerstone of organizations.
Originally published in the Handbook of Business Strategy
Volume 6 Number 1, 2005
Unique study assesses interactivity, impact of leadership styles
This paper examines existing concepts of the leadership development of high potential managers and aims to take a step further toward them understanding their leadership development within the context of the working environment and gain a more developed self-awareness.
Originally published in the Handbook of Business Strategy
Volume 6 Number 1, 2005
What constitutes leadership and why it can’t be taught
Leadership is an art and, as such, requires talent. Talent can be enhanced but not taught. Leaders must be able to formulate inspiring visions and strategies for approaching them. Idealized design can be used for this purpose. In addition, leaders must understand the nature of social systems and what this implies, and the nature of the transformations occurring in our way of thinking.
Originally published in the Handbook of Business Strategy
Volume 6 Number 1, 2005
Why success formulas fail
Most businesses concentrate on refining their business model to enhance results. We see examples everyday of market leaders such as United Airlines, McDonald’s and Blockbuster who have built their reputation on a sound, predictable and consistent success formula. Today each is in serious trouble because of it...
Originally published in the Handbook of Business Strategy
Volume 6 Number 1, 2005
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