This month we’re focusing on leadership – an issue that continues to be at the top of many organisations’ agendas as the first green shoots of economic recovery tentatively appear around the world.
Strong, resilient, collaborative, values-driven leaders who can get the best out of the people they work with – at all levels of the business – are what organisations need to ensure that they are able to remain successful in a constantly changing environment.
This means that L&D professionals must have leadership development at the top of their agenda, too, and work tirelessly to promote a culture of effective leadership within their organisations.
I hope this issue of TJ will help you to do just that. We have a collection of articles examining a number of approaches to leadership, from mindful leadership to getting the bystanders within your organisation to follow you.
The first of our articles on leadership examines how leaders can use a blend of different models and methods to adapt their approaches as their teams develop. Talan Miller argues on p22 that leaders need to change as their teams do to remain effective.
On p34, Mike Clayton sets out the need for a successful leader to effectively engage with all the stakeholders within their organisations, not just the ones who support them. As he points out, not everyone automatically wants to follow a particular leader, and a successful leader cannot afford to leave these “bystanders” behind.
On p39, professors Pierre Casse and Robert Weisz discuss ‘malentendu’, or misunderstandings that can arise through faulty communication. We know that effective communication is one of the cornerstones of successful leadership, and leaders must ensure their messages have been heard and understood by the people receiving them.
On p43, Marian Iszatt-White and Chris Saunders question whether there can really be a global leader – an issue that is becoming increasingly relevant as globalisation continues. They contrast the Chinese relational system of guanxi with Western leadership systems and ask whether Western-based leadership models can really be used anywhere in the world.
Professor M S Rao provides a practical action plan for new CEOs on p47, setting out a blueprint for success in their first 100 days. He predicts that CEOs who can make a solid impression and deliver results within those crucial first three months will go on to achieve “huge” success.
On p52, Susan Grandfield explains the role mindfulness can play in successful leadership, while, on p57, Helen Giles shows how engaging leadership has been achieved within her organisation and the difference it has made to employees and clients alike.
On p61, Mark Hodgson argues that identifying managers’ leadership potential early on in their careers is the best way to help them climb the ladder and, on p66, Lucy Beaumont says assessment can help leaders stay on track.
Elizabeth Eyre, editor
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