Idea posted: January 2015

Institutions: Vlerick Business School   

As the younger generation of employees move into their first leadership positions, they will naturally be anxious, as any new leader would be, about the responsibilities, pressures, and risks that…

Idea posted: January 2015

Institutions: NeuroLeadership Institute   

The SCARF® model, developed by neuroscientist David Rock, enables ‘change agents’ to exhibit more adaptive behaviours based on how mental experiences occur over time, thus offering to improve people’s capacity…

Idea posted: January 2015

Institutions: The Barrett Values Centre   

Richard Barrett’s Seven Levels of Consciousness model, founded on the principles of values-based leadership, is a guide to achieving exceptional performance in organizations. Barrett’s framework based on his extensive research…

Idea posted: January 2015

Institutions: HEC Paris    McGill University Desautels Faculty of Management    University of Alabama at Birmingham Collat School of Business   

Online communities can be the source of staggering feats of pooled knowledge creation, with volunteers from around the world combining their expertise. Think of Wikipedia, or of Linux, or even…

Idea posted: September 2014

Institutions: Stanford Graduate School of Business    Stanford Law School   

CEOs tend to be strong in decision-making and the financial elements of their jobs, but weak when it comes to managing their people and developing talent, according to a survey…

Idea posted: September 2014

Institutions: York University    Duke University Fuqua School of Business    University of Waterloo    Columbia Business School   

Hierarchies have been taking a bad rap. The mantra for a number of years has been to ‘flatten’ the organizations. Hierarchies were not only seen as inefficient, but worse: as…

Idea posted: July 2014

Institutions: New York University School of Engineering   

Why are some people more open to change and others instinctively resistant to anything that significantly alters the status quo? The key is often in an individual’s basic attitude toward…

Idea posted: July 2014

Institutions: Mercer LLC   

There are three key contexts driving the need for ‘inclusive leadership’: 1. Globalization Increasing globalization demands a new global mind-set from leaders, team members and organizations. The ability to engage…

Idea posted: June 2014

Institutions: Henley Business School   

Leaders drive the process of organizational learning and adaptation by providing time and space, granting the freedom to explore and fail, and by encouraging those around them to look at…