Leadership Development Archives - The Oxford Review - OR Briefings

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Why Leadership Development Courses Do More Harm Than Good

Leadership development

Leadership development programmes are probably one of the most popular forms of development for aspiring and active leaders. Their aim is to make leaders more conscious of the impact they can have and equip them with the tools of leadership. A recent study examining the impact these programmes have has discovered that the programmes may […]

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Paradoxical leader behaviours – New podcast – Episode 9

Organisational Success Podcast

  Transcript   Today’s organisations are increasingly facing environments characterised by complexity, volatility and uncertainty, placing extra demands on leaders to adopt holistic thinking approaches in order to meet organisational and individual needs. Leadership approaches are shifting, and organisations arguably require even more creativity than before. In this podcast Sarah and David explore a new […]

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Practice intelligence and the problem with Business School learning

Practice Intelligence

Why management and leadership development should be focussing on practice intelligence.   Fourteen years ago this year Henry Mintzberg published his book ‘Managers not MBAs: A hard look at the soft practice of managing and management development‘, in which Mintzberg challenged the prevailing view that the recipient of the MBA was by default not only […]

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Leader’s individual differences and how they impact

Special report: Leader differences and their impact on leadership outcomes

The Oxford Review has just published a new special report looking at the individual differences between leaders and the impact of those differences on leadership outcomes. Keywords: leader, leadership, leadership development, individual differences, leadership capacities Special report Why look at individual differences? 65 researched differences between leaders How to get this special report   Special […]

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This weeks Briefings: Why introverts rarely emerge as leaders and The conditions for open innovation

Research Briefing

This Week’s Research Briefings This week we sent out the following research briefings to our members: What creates the conditions for open innovation in an organisation Keywords: open innovation, innovation, external knowledge, knowledge management, collaboration, openness, learning, organisational flexibility, entrepreneurial orientation, technology, reward system, incentives   One of the hot topics at the moment is […]

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Leadership Development: Cultivating leader identity and capacity

Cultivating leader identity and capacity

Why cultivating leader identity and capacity is central to leadership development: A new paper just published has highlighted one of the current areas of focus of leadership development. The development of leader identity and why cultivating leader identity and capacity is at the crux of leadership development. Keywords: Leader identity, leadership development, leadership, leaders, leadership […]

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Authentic Leadership and Being Authentic – What does that mean anyway?

Being authentic

Being authentic The leadership, management and personal development literature and lore is repleat with appeals and even demands for authenticity. Management and leadership courses, consultants and coaches extol the virtues of how to be authentic and genuine. It sounds good but what are we really asking for here? What do we actually mean by being […]

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The 7 forms of organisational learning and why getting leaders onboard is important

7 forms of Organisational learning

Why getting leaders up to speed with the 7 forms of organisational learning will help your organisation. Organisational learning as a concept is the process of creating, retaining and transferring knowledge within the organisation. In this article I look at a new study about the effects of training leaders in the 7 forms of organisational learning. […]

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How to make shared leadership work: The 4 conditions needed – new research

Shared Leadership: How to make it work

Shared leadership is increasingly being used in more and more sectors. Broadly speaking, shared leadership is where the team is jointly responsible for a task and no one person is responsible for the successes or failures of the team. In other words, it is where leadership is broadly distributed, such that people within a team […]

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