Anderson, Bob. (1998)
Increasingly, the issues that affect business are global in scope. Organizations are nested in a storm-tossed sea of global change where everything affects everything else. Issues of globalization, cross-cultural commerce, global economic perturbation, resource constraint, ecological shifts, geo-political instability, and regional conflict are redefining the context of leadership.
Boyatzis, Richard & McKee, Annie. (2005)
Harvard Business School Press Mass. USA.
The blockbuster best seller Primal Leadership introduced us to “resonant” leaders–individuals who manage their own and others’ emotions in ways that drive success. Leaders everywhere recognized the validity of resonant leadership, but struggled with how to achieve and sustain resonance amid the relentless demands of work and life.
Graham, Linda. (2013)
New World Library, Novato, California.
Resilience is the ability to face and handle life’s challenges, whether everyday disappointments or extraordinary disasters. While resilience is innate in the brain, over time we learn unhelpful patterns, which then become fixed in our neural circuitry.
Kabat-Zinn, Jon. (1994, 2005)
Hyperion, New York.
When Wherever You Go, There You Are was first published in 1994, no one could have predicted that the book would launch itself onto bestseller lists nationwide and sell over 750,000 copies to date.
Zenger, John H. and Folkman, Joseph, R. (2009)
McGraw-Hill. New York.
In their bestselling work The Extraordinary Leader, performance thought leaders John Zenger and Joseph Folkman revealed the 16 key competencies that separate the top 10 percent of leaders from the rest.
L. David Marquet (2013)
Leadership should mean giving control rather than taking control and creating leaders rather than forging followers.” David Marquet, an experienced Navy officer, was used to giving orders. As newly appointed captain of the USS Santa Fe, a nuclear-powered submarine, he was responsible for more than a hundred sailors, deep in the sea.
Jim Collins (2001)
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning.
Bob Johansen (2009)
We are in a time of accelerating disruptive change. In a VUCA world—one characterized by volatility, uncertainty, complexity, and ambiguity—traditional leadership skills won’t be enough, noted futurist Bob Johansen argues.
Businesses are taking steps to steel their employees to cope with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world. Barbara Jones outlines one approach.
How mindfulness meditation may help with your daily stress and interactions with other people.
Barbara Jones relates an example of Executive Mandala’s unique approach to leadership development.
Site Managed by ManageWP® Australia