Advance your organization beyond imagined results by developing leadership as an organizational capability embedded in your culture.
Leadership emerges as people interact. Though individual skills and practices are the mechanism for engaging in leadership, leadership is a complex social process between and among people who step in and out of the roles of…
Strengthen leadership from the inside out by enhancing presence, alignment, and agility along with skills & practices.
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This is the third in a three-part series examining several key polarities at play for those of us charged with delivering leadership development (LD). We often take an “either/or” approach rather than embrace a “both/and” approach.
Leadership is a complex social process, not an individual skill. Yes, we use skills and practices to engage in leadership, but leadership is more than those skills and practices. Leadership capacity must be fostered as an element of the organizational system and culture.
If we did a better job of holding the tension between these polarities, I believe we could strengthen our LD initiatives by reaping more benefits and minimizing costs of both polarities.
I am exploring each area in a series of three blog posts, starting with Events/Process.
Workplace development professionals frequently claim we are developing leadership when we are really developing leaders. There is a crucial distinction between the two and it is more than semantics, with implications for approaches to and outcomes for our work.
Leadership is a complex social process of securing action in service of shared interests. We step in and out of the process of leadership using various communicative practices.
Leadership development is a booming $170 billion dollar industry among U.S. businesses, according to ASTD. Leadership performance and growth garners serious attention and resources on a global scale. What is Leadership? This question is a vexing problem for scholars, educators, developers, and practitioners.