The Difference Between CEO's To-Day And Future Corporate Leaders - Social Responsibility Is Essential - SVW

The students were asked many of the same questions as the CEOs. This made it easier to look for commonalities and differences between these two generations - one at the top of their careers, the other about to start out on theirs. The students are from a much different world than the CEOs. These students have no nostalgia for a simpler era, because they never knew one. They grew up in a complex world. They intuitively understand the tenets of globalization.

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Why Arts Based Learning is The Next Organisational Learning and Development Frontier

Below is an excerpt from the editorial of the latest Journal of Business Strategy Volume 31, Series 4 written by Harvey Seifter and Ted Buswick and at the bottom of this excerpt you will find Nick Nissley's article "Arts Based Learning at Work " that provides an excellent global overview of this emerging phenomena. For about 20 combined years, a large part of our professional energies and personal passions have been engaged by the use of artistic skills, processes and experiences as learning tools: in complex global corporations, small and medium-sized businesses, professional associations, universities, historical and cultural centers, government agencies, leadership academies, and non-profit organizations.

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Capitalising on Complexity: Creative Leadership is The Way To Go - 2010 IBM's Global CEO's Study

At last, creativity gets the recognition it should. This report is not more about innovation which I have argued is dead as a concept. Instead it points out very clearly CEOs now realise that creativity trumps other leadership characteristics. Creative leaders are comfortable with ambiguity and experimentation. To connect with and inspire a new generation, they lead and interact in entirely new ways.

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It's Not All About You - Imagining the Future of Leadership - Harvard Business Review

Scholarly journals and business publications are filled with accounts of organizations moving from traditional bureaucratic structures to new, flatter forms. They require new leadership practices that rely less on the individual efficacy of a few "great men" and more on the collective efficacy of formal and informal networks--a shift that, in the words of CISCO CEO John Chambers, you could almost call "as revolutionary as the assembly line." The leadership literature has not kept pace with this shift. In a review of recent leadership articles in top-tier academic journals, we found that roughly 85% assume a hierarchical leadership structure. Nevertheless, new research into what we call "distributed leadership" — incorporating what others have termed "shared", "collaborative", or "complexity" leadership — has shown that:

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Conquering Team Dysfunctions

To begin improving your team and to better understand the level of dysfunction you are facing, ask yourself these simple questions: - Do team members openly and readily disclose their opinions? - Are team meetings compelling and productive? - Does the team come to decisions quickly and avoid getting bogged down by consensus? - Do team members confront one another about their shortcomings? - Do team members sacrifice their own interests for the good of the team? Although no team is perfect and even the best teams sometimes struggle with one or more of these issues, the finest organizations constantly work to ensure that their answers are "yes."

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