Leadership

At the crux of dyadic leadership: Self–other agreement of leaders and direct reports — Analyzing 360-degree feedback

The purpose of this research is to investigate the use of dyads instead of whole rating groups for analyzing 360° feedback. A Center for Creative Leadership sample of direct subordinates was matched with their focal leaders (J = 4810 dyads)....

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The emergence of individual and collective leadership in task groups: A matter of achievement and ascription

This review synthesizes conceptual and empirical research on the emergence of individual and collective leadership in task groups, and proposes avenues for leadership research....

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Conceptualizing leadership perceptions as attitudes: Using attitude theory to further understand the leadership process

Leadership is one of the most examined factors in relation to understanding employee well-being and performance. While there are disparate approaches to studying leadership, they share a common assumption that perceptions of a leader's behavior determine reactions to the leader....

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Webinar: The Tacit Dimension: Developing Self as Coach in the 21st Century (Resource)

In the fast paced, VUCA world of the new century, the need to develop strong, capable leaders remains constant. Leadership and business coaches have a critical part to play. Sunny will explore the core development challenges for leaders and coaches in the 21st century....

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2015 November Coaching Report

"No problem can be solved from the same level of consciousness that created it” Albert Einstein...

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Awareness based technologies for leadership development: utilising Immunity to Change coaching

This article presents a study of the use of Immunity to Change (ITC) coaching in an integrated leadership development programme as an example of awareness based leadership development technology. Constructivist developmental theories of leadership, self-awareness and the use of ITC coaching are reviewed....

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The coaching ripple effect: The effects of developmental coaching on wellbeing across organisational networks

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What are Coaches Afraid of? An Exploration of Courage and the Path to Coaching Mastery

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When feelings obscure reason: The impact of leaders' explicit and emotional knowledge transfer on shareholder reactions

Emotions are an area of research commanding increasing scholarly attention in the field of leadership; yet, a focus on the cognitive processing of leaders has potentially obscured the impact that their emotions can have on shareholder reactions....

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Learning to lead: Higher education faculty explore self-mentoring

Using collective case-study inquiry the research question of how a formal semi-structured self-mentoring programme can support professional growth and faculty leadership development for new and existing university faculty is explored.  A research project was funded through the University of North CarolinaWilmington Charles L. Cahill Award....

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