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Tag Archives: Leadership Development

In this 'Thoughts on Leadership' video, Paul Bridle talks about how people can be taught leadership but it is down to individual leaders to take ownership of their learning.

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Paul Sloane’s latest book about the ways we think provides a marvellous boost to the brain.

Filled with research, puzzles, jokes and brainteasers, How to Be a Brilliant Thinker challenges readers while teaching them a variety of easy ways to redirect their thinking into more productive areas. It also takes the science of cognition out of the laboratory and puts it into a context from which anyone can gain an improved perspective on intelligence.

Sloane is already renowned in the world of cognitive science for his 17 previous books, including The Leader’s Guide to Lateral Thinking Skills and The Innovative Leader. In his latest book, Sloane continues to break down the latest advances in problem-solving into thoroughly understandable terms and examples that easily develop the points he wants to make.

As a seasoned public speaker, Sloane fills How to Be a Brilliant Thinker with dozens of straightforward ways anyone can improve his or her memory, solve problems, win arguments and come up with better ideas.

The Enemy of Brilliance

Sloane explains in a multitude of ways how conventional thinking can be the enemy of brilliant insight. To show how "divergent" or "lateral" thinking differs from "convergent" thinking, Sloane describes the benefits of both but points out how the most brilliant minds move past convention to bring the world better ideas.


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Everyone in a leadership or management role has their preferred way of operating.

This self-assessment contains statements about leadership and will help you assess what leadership style you normally operate out of.  Six operational styles are identified.


Pioneering Leadership

Strategic Leadership

Management / Administration Leadership

Team Leadership

Pastoral Leadership

Encouraging Leadership

Completing the self-assessment will help you understand more about yourself and give you an insight into how your colleagues may also prefer to operate.

It can be used as a personal self-assessment or as part of a wider development activity.


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There are three basic styles of leadership decision-making: authoritarian, democratic, and laissez-faire.

Authoritarian leaders rule their groups, democratic leaders try to include everyone in the decision-making process, and laissez-faire leaders let the group function without much - if any - interference.

We all talk about leaders who are autocratic – but very rarely do we hear about those that are democratic or let alone those who demonstrate a laissez-faire preference to leadership.

This self-assessment will give you an insight into how you prefer to behave in your leadership role.


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The link below takes you to a  TEDTALKS presented by Simon Sinek on inspirational leadership.

He has a simple but powerful model for inspirational leadership — starting with a golden circle and the question "Why?"

His examples include Apple, Martin Luther King, and the Wright brothers ...

Watch and Learn: Click Here

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Traditional leadership has been hierarchical, but this one-size-fits-all method isn’t always the best solution. That’s where tag-team leadership comes in. 

At Micron, an international memory and storage solutions company, leadership in the systems solution department is fluid. When a project is identified, one person takes the lead, organizes timelines and meetings, and drives the cross-functional teams’ tasks and deliverables—based on the system issue and the area of focus. The department uses an ARCI model (determining who should be Accountable, Responsible, Consulted and Informed), and the team comes together based on the answers.

The same fluid leadership concept is at play at Indianapolis-based public relations agency Borshoff. Depending on the client, the initiative and the tasks, one member of the account executive team is in charge and the rest of the team falls in line to support where needed.

You might wonder, Who’s in charge? Well, no one person, exactly. That’s because the leadership of these teams changes based on the project and the talent of its members, much like “tagging” the next leader into the game when it’s time. In these situations, leadership is more fluid, less rigid and certainly less conforming.

This type of situational leadership gives new life to teamwork in virtually every industry. Progressive companies are increasingly realizing that the benefits of leadership flexibility outweigh traditional models in certain situations. Even if you don’t think your company is set up for this type of leadership, you can still reap the benefits by making a few leadership shifts in this direction.

Work Is Changing


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A global study from Walking the Talk, titled Managing Behaviours in the Workplace, surveyed 745 people including 189 leaders and found that only 34% of those in leadership roles believe they are able to influence or alter the behaviour of employees.

This is despite the fact that 78% of leaders thought their organisation had adequately equipped them with the skills needed to have a positive influence on others. And despite 86% feeling confident in creating the right atmosphere to allow workers to behave appropriately. The research suggested this contradiction is due to leaders being more comfortable operating at a macro level – for example putting in place frameworks and policies – rather than dealing with the more human element of individuals’ behaviour.

When it came to who should be held responsible for employee behaviour, 76% thought leaders should always be aware of what their employees are doing, and 69% agreed that leaders should be held accountable for the behaviour of people working for them.Walking the Talk - Managing Behaviours Report

When asked at what point leaders become responsible for employee behaviour, 19% said they should always be accountable no matter what the situation. One in five (21%) thought it should start when a group of employees have behaved poorly at least once before, and 27% saw the responsibility starting when employees have behaved badly on more than one occasion.


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