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Redefine the work of leadership

“There is a need to move beyond the heroic model of leadership—because most leaders aren’t, in fact, very heroic.”

The era of the all-wise, all-powerful leader-as-decisionmaker is over. Leaders must become savvy social architects—individuals who are capable of building environments that engender extraordinary accomplishment. To make this transition from “command and control” to “motivate and mentor,” organizations need to develop leaders who are capable of building commitment and alignment without resorting to the traditional tools of bureaucratic control. The goal: an organization filled with leaders who lift everyone up.

117 Stories
196 Hacks
9 Barriers

Redefine the work of leadership

“There is a need to move beyond the heroic model of leadership—because most leaders aren’t, in fact, very heroic.”

The era of the all-wise, all-powerful leader-as-decisionmaker is over. Leaders must become savvy social architects—individuals who are capable of building environments that engender extraordinary accomplishment. To make this transition from “command and control” to “motivate and mentor,” organizations need to develop leaders who are capable of building commitment and alignment without resorting to the traditional tools of bureaucratic control. The goal: an organization filled with leaders who lift everyone up.

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It's basicly a Geosocial network (like foursquare socialnetwork) with gaming features  that enables people from different backgrounds to invest on the stock exchange and the commodities futures e
Story by patrick chanda on December 27, 2011
Here’s a story how a small team tried to bring the best of both worlds together in a complex, corporate setup – effective processes and a humane environment that reaches deep into personal traits.&nbs
Story by Maciej Kaniowski on March 30, 2014
A chance question during a seminar exposed a cultural norm at Menlo Innovations that confounds most corporate thinkers. Menlo has no hierarchy. They are a team in the truest sense of the word.
Story by Richard Sheridan on July 14, 2013
The organization is a recreational, non-program, culinary institute designed for ‘foodies’ or a term which our group marketed as home culinary enthusiasts(HCE’s).   Thomas is the fou
Story by Neil Patel on June 2, 2010
After a period of relative under-performance from '99 to '04, In 2005 Hindustan Unilever undertook a massive 'culture-reboot' that focussed the length and breadth of the organization on making a 'real
Story by Stephen Remedios on April 15, 2012
Vested interest exists. This means an individual has a special interest in protecting or promoting that which is to their own personal advantage.
Story by Jim McGriff, Jr. on February 16, 2016
How a central London public service team morphed into a high performance dynamo, raising the number of training interventions by 621% and reducing unit costs by 79%.
Story by Tony Nelson on December 9, 2010
I have no intention of adding to the twisted mythology of leaders as special creatures.
Story by Eric Kaufmann on July 18, 2013
As a front line supervisor, I have reconciled myself to this greatest of issues with employees; you are not treating me/us fairly. The company is not treating me/us fairly.
Story by Jim McGriff, Jr. on March 14, 2016
How does a leader attract and retain valuable talent? It is often difficult to find out what motivates people to stay or leave.
Story by John Schwarz on January 5, 2011

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