It’s a demonstrable fact, now repeated in study after study, that organisations that focus on building trust in leaders perform better across a raft of indicators, from employee engagement, to knowledge-sharing, to innovation, and even to the bottom line itself:...
Over recent weeks, I have spent some time talking about gestalt psychology and its role in change management. One of the key lessons from the discussion was that humans have an instinctive and psychological aversion to anything that is perceived as “not right” or out...
The phrase team building has a warm, inclusive feel about it. It conjures up images of victorious World Cup winners or athletes celebrating a record haul of gold medals at the Olympics. The archetypal pictures of hijinks in the locker room and sports stars carrying...
When talking about leadership and management, the respondents in O’Leary’s interviews (see my previous two blogs for details) frequently mentioned the positive influences a good leader’s character and behaviours can have on his or her followers. While they also...
Last time, I concluded with a couple of questions posed by leadership expert John O’Leary: “Are leadership and management fundamentally different roles in practice? Or do they simply require us to focus on different things?” O’Leary, drawing on 34 years of experience...
There are clear distinctions between Leadership and Management, aren’t there? We often hear statements like “managers do things right, but leaders do the right thing.” As a Gestalt practitioner, I’m interested in complicating the distinctions between categories like...
