Agenda management in leadership’s new era

By Dr David Butcher

Examples abound of successful businesses grown and managed by a forceful, dynamic leadership, not afraid to impose its vision on the organisation. Unfortunately, examples also abound of successful businesses brought low by a forceful, dynamic leadership, equally unafraid of imposing its vision on the organisation.

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Looking the tiger in the eye: Linking Mindfulness with Leadership

By Dr Jutta Tobias

We know from leadership research that successful leaders stand out and achieve extraordinary results because they have higher self-awareness, and are better able to manage their thoughts and feelings in the midst of difficulty.

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Mindfulness and Space at Work – How to make it happen

By Dr Jutta Tobias

Mindfulness is everywhere these days. At least, many more people talk about it than when I started researching and teaching mindfulness five years ago. But how can you really make it happen at work

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7 Steps for small businesses to go global

By Dr Shai Vyakarnam

Businesses are seen as having a number of genetic start points. Some are seen as lifestyle, others as Unicorns, perhaps as “born global”, perhaps technology based or enabled and some we just don’t know. The great unwashed if you will.

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Innovation in service businesses: the ‘secret sauce’ of innovation leadership

By Dr Bob Lillis & Steve Macaulay

For service operations, innovation is obviously important. It can enable service organisations to raise quality and productivity levels, meet changing customer needs, and overcome superior competitor offerings. But those service organisations looking to develop innovation leadership face a number of challenges—some obvious, some less so.

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New leadership competencies for corporate sustainability

By Professor David Grayson

Sustainability is one of those ubiquitous words, which can also be very slippery, as different people understand the word differently.

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How men matter for gender parity

By Professor Elisabeth Kelan

The rarity of women in senior leadership positions is regularly lamented. It is now well understood that a key problem lies in the so-called feeder pipeline for leadership positions where women often get stuck. However changing this pipeline requires organisational cultures to change. Culture change can only happen if gender change initiatives not only focus on women; they must engage men. Men form the majority of leaders in organisations and as such have a central role to play when it comes...

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