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Navigating choppy waters: why good leadership is essential for managing change

Future-proofing an organisation is not an easy task for UK business leaders, particularly with Brexit looming on the horizon and the implications of leaving the EU still relatively unclear. To make matters worse, the country is in the grips of a long-standing skills and productivity crisis, further threatening the stability of organisations and the wider business environment.

Article by: David Willett | Published: 23 January 2018

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The importance of behavioural flexibility

There is no one, perfect, formula for effective leadership. But it is commonly agreed that successful leadership is built upon four practices: Establishing a clear vision; Sharing that vision with others, in a clear and compelling way; Providing others with the resources to realise that vision and Co-ordinating, the sometimes conflicting, interests of all stakeholders.

Article by: Ally Yates | Published: 8 January 2018

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How different nationalities shape leadership style

A new study conducted by Hogan found diversions among nations regarding leadership values and company culture.Hogan collected data using a suite of personality and values assessments and found the biggest differences across national origins for values from the Motives, Values, Preferences Inventory.

Article by: Dr. Tomas Chamorro-Premuzic | Published: 7 January 2018

Thoughts on what makes a good leader

Leadership and management are not the same thing, but being a strong manager goes some way to being an effective leader. Article By Zara Ross, Chief Executive at Ben.

Article by: Zara Ross | Published: 6 July 2017

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How four Ego-Driven Deeds Are Destroying Your Organization

New Book Shows How Leadership Ego May Be Killing Your Company and What You Can Do About It. Captured on camera - a passenger being dragged off a plane goes viral instantly, and an international brand-tarnishing moment is made. Article by Brandon Black and Shayne Hughes President of Learning as Leadership.

Article by: Brandon Black and Shayne Hughes | Published: 23 June 2017

The triple switch-off effect

Leaders cannot orchestrate in a vacuum. In fact, they depend on others in at least three important ways. Leaders guide, they do not execute. Therefore, they rely on others to take care of implementation. Leaders cannot be everywhere. Therefore, they depend on others to receive information. Leaders “don’t know what they don’t know.” Therefore, they count on loyal supporters for feedback. So what does VUCA have to do with leaders? Article by By Marco Mancesti - R&D Director at IMD and an alumnus of the HPL, AHPL, OWP OLA and BPSE programs.

Article by: Marco Mancesti | Published: 5 June 2017

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What CEOs can Learn From World Leaders’ First 100 days

As any leader will tell you, the first 100 days in the new role are crucial. Taking on a CEO role is no different. As Donald Trump can confirm (or tweet in his own redoubtable way), everyone is watching for an indication of future failure or success. By Janhavi Dadarkar, Lead for “Governance and the Role of the Director” Course at the Institute of Directors.

Article by: Janhavi Dadarkar | Published: 31 May 2017

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The changing nature of a CEO

We are entering an era where the pace of change is accelerating. Organisations are having to fight to retain relevance either among their target audiences, against their traditional competitors or new market entrants that are reshaping market dynamics. From Phil Sheridan, senior managing director at Robert Half UK, looks at how the profile of today’s CEOs are changing.

Article by: Phil Sheridan | Published: 28 May 2017

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Why every business needs an adventurer at the helm

History is punctuated by the names of great explorers; we all know Columbus, Amundsen, and Armstrong. But for every Leif Erikson, Marco Polo, Lewis & Clark and David Livingstone who struck out on a journey of discovery, there were many more people who were happy to stay exactly where they were. We don’t know those people’s names.

Article by: Shweta Jhajharia | Published: 20 May 2017

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Employees searching for clear leadership in the workplace

As the instability in the UK political landscape continues, employees are looking for clear leadership to set the direction for an uncertain future, says Mercer. Its latest 2017 Global Talent Trends Study, reveals that when asked what aspect would most help improve their work situation, close to half (46 percent) of UK employees want leaders who set clear direction. Comment from Mark Quinn, Mercer’s UK Career Leader.

Article by: Mark Quinn | Published: 10 May 2017