April 25, 2012

Another Good List about Leadership

"The Five Paradoxes of Leadership Development in Asia" condenses the findings from a recent, joint study by the Center for Creative Leadership and the Human Capital Leadership Institute (HCLI) about how to accelerate leadership development. They are presented in the context of Asian needs and, perhaps, Asian philosophy as a set of seeming contradictions.

Paradox #1: To achieve success, learn from failure

Paradox #2: To develop greatness, practice humility

Paradox #3: To foster learning, emphasize doing

Paradox #4: To accelerate development, slow down

Paradox #5: To excel at the task, harness relationships

Click through to read explanations for each paradox.

The study interviewed key personnel from five "best practice" organizations in Singapore. "Too often, leadership is considered in isolation," says Dr. Mano Ramakrishnan, HCLI's head of research. "For this study, we accounted for the dynamics of a rising Asia; where economic growth has been relatively stable and sustained compared to the West, where regulatory uncertainty is part of business, and where rising incomes are rapidly changing the needs of consumers, companies and governments. It was against this backdrop that we distilled the best human capital practices."

Apr 25, 2012 11:30:43 AM | Delta Blues (leadership & change)

The comments to this entry are closed.

NEXT POST
8 Principles to Make you a Great Boss Sales guru Geoffrey James has a great article up on Inc. "The best managers have a fundamentally different understanding of workplace, company and team dynamics," he says. "I learned that the 'best of the best,' tend to share the following eight core beliefs." 1. Business is an ecosystem, not a battlefield. 2. A company is a community, not a machine. 3. Management is service, not control. 4. My employees are my peers, not my children. 5. Motivation comes from vision, not from fear. 6. Change equals growth, not pain. 7. Technology offers empowerment, not automation. 8. Work should be fun, not mere toil. I'm generally leery of lists that tend to confuse correlation with causation, but as principles, James really gets it. Don't stop with the list by itself; read his short article that gets right to the point: "Eight...
PREVIOUS POST
"Prozac Leadership" and Delusional Optimism A new article by David Collinson, Lancaster University Management School: This article critically examines excessive positivity in leadership dynamics. It argues that the tendency for leader positivity to become excessive is a recurrent but under-researched medium through which power and identity can be enacted in leadership dynamics. Drawing on the metaphor of ‘Prozac’, it suggests that leaders’ excessive positivity is often characterized by a reluctance to consider alternative voices, which can leave organizations and societies ill-prepared to deal with unexpected events. Prozac leadership encourages leaders to believe their own narratives that everything is going well and discourages followers from raising problems or admitting mistakes. The article also argues that followers (broadly defined) are often quick to identify leaders’ excessive positivity and are likely to respond through various forms of resistance. It concludes by considering the extent to which excessive positivity...

Steve

Steve Barth consults to international government, NGO, academic and corporate clients. Recent work has focused on organizational learning and KM strategies in economic development and peace and security. Award-winning writer specializing in organizational intelligence and knowledge worker productivity.

The Typepad Team

Search

My Other Accounts

Recent Comments