Dr Chris Dalton, Henley Centre for Leadership We are coming to the end of our second year with COVID and the last 12 months have provided no shortage of leadership and change subjects worthy of comment from a business school. The climate crisis, the COP26 event in Glasgow, the emergent and unintended consequences of past…
Category: Future Leaders
COP26, silence of the leadership development, and the band on the Titanic!
By Professor Bernd Vogel, Henley Centre for Leadership It is the last day. António Guterres, Secretary-General of the United Nations, at the opening of COP26 said, “Enough of killing ourselves with carbon. Enough of treating nature like a toilet.” Compare that to conversations amongst leadership development academics, practitioners, or clients. I often feel like a member of…
The Equality, Diversity, and Inclusion Agenda
By Cheryl Hurst, Lecturer • Leadership Organisations & Behaviour As a diversity and inclusion researcher with an interest in fulfilment and a background in organisational psychology, I am sometimes asked to speak at events and conferences specifically to HR professionals. It can be difficult because you never know the type of room you’re walking into…
Career sustainability and the purpose of education
Dr David Pendleton, Professor in Leadership, Henley Business School Eight years ago, I was sitting at a large dining table in a private dining room in the St Louis Club, having just arrived from the UK via Chicago. I was surrounded by 20 of the great and the good from that fabled midwestern city who…
Are you an authentic leader?
I was privileged to be on the first cohort of the MA Leadership at Henley Business School between June 2016 and April 2018. It was an amazing experience having the opportunity to study leadership and implementing my learning in my organisation. The biggest takeaway for me personally though was learning how to lead authentically, in…
How to support healthy performance in a technology-based remote workforce?
We are all experiencing it: Remote working has advantages for integrating work and life demands but also creates challenges for health and performance. I like the flexibility of working from home but I miss my commute! The time to disconnect from work and some quiet time before taking charge of home life. I miss my…
#Coronavirus and the numbers that clarify or obfuscate
Dr David Pendleton, Professor in Leadership, Henley Business School, University of Reading In the pandemic, our lives are ruled and dominated by numbers, especially when they change unexpectedly. The number of cases, deaths, infection rates (R), and hospitalisations are meant to inform us about the impact of the virus on the nation’s health. The employment…
Algorithms
Dr David Pendleton, Professor in Leadership Algorithms are in the news. An algorithm is a set of rules or a procedure for solving a problem. Who would have thought that such an esoteric thing as an algorithm would be getting so many people so hot under the collar? We all use algorithms all the time,…
Light at the end of the tunnel: Leading with hope through Covid-19
By Dr Amal Ahmadi A frog started to climb a tree with the goal to reach the top. Other frogs repeatedly jumped and shouted, “it’s impossible, it’s impossible, you will fall”. Yet the frog successfully reached the top of the tree despite the negative noise. How? It was deaf, and instead, thought that the other…
When Organisational Values Challenge Your Own
By Professor Ben Laker Leading culture is one of the most difficult of executive challenges because it comprises interlocking sets of values and assumptions that sometimes differ from our own. This is incredibly difficult when external pressures such as the coronavirus crisis are affecting our emotional resilience and outlook. Teams need a fusion and myriad…
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