#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…

Adding purpose to our internal dialogues

By Dr Tatiana Rowson How our internal conversation drives our behaviour, especially during periods of transitions, has always fascinated me. Understanding this internal process was the main reason I went on to study psychology and trained as a psychotherapist. This is still a featured topic in my teaching and research today, from various perspectives such…

Democratised leadership or dependency?

Professor David Pendleton The U.K. government seems to be feeling the absence of its leader.  At the start of the coronavirus emergency, a slew of actions were taken that seemed decisive.  Information flowed, lockdown was announced, vast sums of money were put aside to help, all in a succession of actions that were designed to…

Ambition vs Gratitude

Dr Rebecca J Jones I have been thinking a lot recently about ambition. More specifically, where and how ambition can fit in with gratitude. In my younger years, I would say that perhaps my most defining characteristic was my ambition. I was hungry for success and had a laser sharp focus on achieving this. The…

Leadership takes time

Dr David Pendleton; Professor in Leadership, Henley Business School I teach leadership and regularly discuss the satisfactions and frustrations of leaders as they navigate their roles in busy organisations.  There is a familiar pattern to several of these discussions. Organisations, rightly, seek to keep a tight rein on expenditure and staffing levels.  An unforeseen consequence…