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,…
Category: Leading Insights
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…
Personal leader resilience is key to navigate the current crisis and uncertain future.
Dr Caroline Rook Currently, the resilience of businesses is being tested to the limit. But also, leaders’ robustness and resilience are key now to enable organisations and their teams to operate in these current unprecedented, frightening times. Over the coming months, if not years, leaders not only might have to question and transform the way…
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…
The Magic of Intellectual Curiosity
By Dr Amal Ahmadi I was at the Academy of Management annual meeting last week, where over 11,000 academics and practitioners gathered in Boston to discuss critical issues facing business leaders across the globe. I was fascinated by the power of intellectual curiosity and the range of ideas and insights presented at the conference, ultimately…
The Leadership Temperament: Is Bullying ever OK?
Is there ever a time when a leader can behave as a bully and get away with it, be forgiven for it, and even be praised for it? There are some obvious candidates for this in world politics; Donald Trump, Vladimir Putin, Kim Jong Un for example. However, what about in more modest walks of…
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