Leader to Leader最新文献

{"title":"MISSION VENTURING: DEMOCRACY’S SUPERPOWER IN THE INNOVATION RACE","authors":"Arun Gupta,&nbsp;Thomas J. Fewer","doi":"10.1002/ltl.20815","DOIUrl":"10.1002/ltl.20815","url":null,"abstract":"<p>The authors (Gupta; CEO of NobleReach Foundation; lecturer, “Valley Meets Mission” at Stanford University) and Fewer (Assistant Professor of Strategic Management at Rutgers University-Camden and Vice President at NobleReach Foundation); discuss that “democratic nations are in an innovation race with autocracies.” They “conducted a series of interviews with government officials, policy makers, and entrepreneurs to identify the key areas of tension for this critical and emerging area of mission-driven venturing.” This analysis led to the identification of “five action-areas of focus for mission-inspired entrepreneurs.” In their words: (1) Mission Multiplies Profit (2) Build the Easy Button (3) Customize for the Unknown (4) Learn the Language of Government (5) Build for the Long Haul. Suggestions within area 1 include, in their words, match the mission of government; and find opportunities to create public value. Within area 2, in their words, Understand the government’s problem and know the people burdened by it; and Solve 100% of a specific problem, versus 80% of a larger problem. They conclude that “it will be essential for democracies to leverage their superpower in the innovation race - the ability to foster an environment where mission-driven ventures can thrive and contribute to national competitiveness, security, and inclusive prosperity.”</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 113","pages":"19-24"},"PeriodicalIF":0.0,"publicationDate":"2024-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/ltl.20815","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141006209","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"THE ART OF INFLUENCE: A LIFELONG JOURNEY OF LEARNING AND LEADERSHIP","authors":"Mitzi Perdue","doi":"10.1002/ltl.20817","DOIUrl":"10.1002/ltl.20817","url":null,"abstract":"<p>The author has considerable experience in communications, as a journalist and radio/television presenter. She also has an important background in humanitarian endeavors, philanthropy, and as an anti-human-trafficking advocate. She describes the importance of influence in a leadership context: “As leaders, we get things done through others. The more we can perfect our ability to help others become all they can be, and the more we can influence them to use their skills in service to others, the better leaders we will be.” She notes the importance of participating in the Girl Scouts<b>: “</b>I feel I learned more from Scouting than I ever learned in school, and these learnings included values, teamwork, and striving to be all I could be.” Regarding the power of networking, she raises the example of her husband, the late poultry magnate Frank Perdue. Regarding public speaking, she joined the National Speakers Association at the age of 75. She concludes that currently her “focus is on Ukraine. Since I care passionately about the country and its people, and since at age 82, I’ve never seen a greater injustice than what Russia is doing to them, I want to give my all to doing whatever I can to benefit Ukraine.”</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 113","pages":"32-37"},"PeriodicalIF":0.0,"publicationDate":"2024-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141010948","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"SUCCESS DEPENDS ON WELCOMING—NOT SHOOTING—THE MESSENGER","authors":"Amii Barnard-Bahn","doi":"10.1002/ltl.20820","DOIUrl":"10.1002/ltl.20820","url":null,"abstract":"<p>The author, a longtime executive in Fortune 500 companies and nonprofits, and now a C-suite coach and business ethics attorney, examines how to deliver bad news within organizations. She presents six steps, each illustrated with a real-life example. The steps are, in her words, 1. Psychologically Prepare Your Audience 2. Rehearse Confident Delivery. 3. Be fully present and fully focused. 4. Convey benevolent, proactive intent. 5. Explain without justifying. 6. Add a sense of urgency. She poses three questions in Step 1: “What is the impact? How can the damage be contained? What needs to change?” Within Step 2, “practicing has been shown to 1) bolster your credibility with influential people and 2) alleviate the substantial emotional distress often associated with leadership roles.” Within Step 3, “When delivering bad news, pay attention to the method of delivery. Face-to-face in-person is best, followed by videoconference, and third, by telephone.” In Step 4, “Counter negative assumptions by outlining next steps and proactive measures, while genuine empathy underscores your role as a trusted advisor.” In Step 5, “Present the facts to ensure they have a comprehensive understanding of the situation.” And in Step 6, “Sustaining urgency involves diligent follow-up, reinforcing the successful measures taken earlier.”</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 113","pages":"51-57"},"PeriodicalIF":0.0,"publicationDate":"2024-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141007696","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"OPTIMAL LEADERSHIP AND EMOTIONAL INTELLIGENCE","authors":"Daniel Goleman,&nbsp;Cary Cherniss","doi":"10.1002/ltl.20813","DOIUrl":"10.1002/ltl.20813","url":null,"abstract":"<p>Daniel Goleman is best known as the psychologist/author who brought the concept of emotional intelligence (EI) to a wider audience in the mid-1990s. His coauthor Cary Cherniss was a founding member of the Consortium for Research on Emotional Intelligence in Organizations (CREIO), where he served as its director and co-chair for 25 years. They note that when they co-founded CREIO “more than 25 years ago, there was sparse evidence for the role of EI in optimal leading. Now there is substantial data from studies of hundreds of organizations that reveal a wide range of benefits when leaders, teams, and employees embody EI.” The authors further state that “the impact of a leader’s emotional intelligence goes beyond business performance to include <i>optimal well-being</i>. For example, information-technology employees working at a large medical facility who had more empathic managers reported fewer complaints like headaches and upset stomachs.” They provide numerous workplace examples to back up their research, and acknowledge the research of others such as Richard Boyatzis and his team at Case Western Reserve University and Jean Decety at the University of Chicago on the importance of empathy and the three types Decety has found: cognitive, emotional; and empathic concern.</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 113","pages":"7-12"},"PeriodicalIF":0.0,"publicationDate":"2024-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/ltl.20813","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141011180","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"RETHINKING ETHICAL LEADERSHIP IN THE C-SUITE","authors":"Alison Taylor","doi":"10.1002/ltl.20819","DOIUrl":"10.1002/ltl.20819","url":null,"abstract":"<p>The author is a clinical associate professor at NYU Stern School of Business, and the executive director at Ethical Systems. She writes that “behavioral ethicists agree that while leading by example is important, it’s crucial to focus on building employee capacity for ethical decision-making.” She further contends that “Companies… they must also manage the full spectrum of ethical commitments in practical ways. This poses particular challenges when you’re dealing with an increasingly vocal yet divided workforce.” She also discusses the nuances of sustainability and ESG {Environmental, Social, and Governance} within organizational ethics. Quotes are presented from such experts as Hui Chen, “a former prosecutor who became the first in-house compliance counsel expert in the US Department of Justice”; Klaus Moosmayer, chief ethics, risk, and compliance officer at Novartis; and Nell Minow, described as “one of the leading corporate governance specialists in the United States.” For instance, according to Chen, “I’ve been baffled by the complete lack of interaction between the ethics and compliance community and the ESG community, because to me they’re really the same thing.” The author concludes: “Organizations don’t just need tone at the top; they need to solicit and support awareness, accountability, and voice at all levels.”</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 113","pages":"44-50"},"PeriodicalIF":0.0,"publicationDate":"2024-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141007960","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"COMPUTATIONAL LEADERSHIP: REMAINING INNOVATIVE AND PEOPLE-CENTERED IN THE AGE OF AI","authors":"Brian R. Spisak","doi":"10.1002/ltl.20818","DOIUrl":"10.1002/ltl.20818","url":null,"abstract":"<p>Spisak conducts a variety of activities and areas of research, including being a research associate at the National Preparedness Leadership Initiative (Harvard T.H. Chan School of Public Health, Harvard University). His major concept, computational leadership, is described as a “leadership process that seamlessly integrates high-quality data and state-of-the-art technology with practical insights and validated social science.” In discussion of his creation of the concept, he writes that “science provides a clear plan of action, data informs this plan, tech scales it, and experience makes it human,” and in the intersection of artificial intelligence/AI and leadership, he notes his personal principle and motto: “Leadership First, Tech Last.” He writes of the dangers and potential pitfalls of organizational use of chatbots, and of the dangers of “blind adoption of technology without a robust plan in place.” For the application of computational leadership, five steps are outlined, which in his words are (1) Define Ambitious Goals Guided by Science (2) Leverage Data for Strategic Decision-Making (3) Embrace Technology with Purpose (4) Combine Experience with Innovation (5) Communicate Your Vision Clearly. Responsible AI is outlined in his words in four imperatives: Informed participation; transparent objectives; Employee and Stakeholder Well-Being; and Data Management.</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 113","pages":"38-43"},"PeriodicalIF":0.0,"publicationDate":"2024-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141008638","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"SMALL ACTS, BIG IMPACT, GENEROUS MOMENTS","authors":"Joe Davis","doi":"10.1002/ltl.20822","DOIUrl":"10.1002/ltl.20822","url":null,"abstract":"<p>Joe Davis, Managing Director and Senior Partner at the Boston Consulting Group, who has spent nearly 37 years with the company, makes the case for small but crucial gestures of kindness, civility, good manners, politeness, and inclusion. We tend to be so distracted by smartphones and social media that we neglect interacting with our fellow human beings. He writes, “Small gestures aggregate to represent something big. They show effort, thoughtfulness, and intention; they say I’m paying attention to you.” Davis also provides quotations on these subjects by his colleague Geraldine Rhodes, Manager Director and Partner at BCG; and Scott Kirby, Chief Executive Officer/CEO of United Airlines. Davis notes that “taking the time to write a note of gratitude may have a lasting impact; any email or text will work to express your gratitude for those who helped you organize an event, accomplish a goal, or beat a sales forecast.” He cites research about the benefits derived from small gestures in happiness and stress reduction. Further suggestions: “You can honor people and show interest through notes, emails, texts, phone calls, announcements, or gifts. You can recognize people on their birthdays or when a new baby is born.”</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 113","pages":"64-68"},"PeriodicalIF":0.0,"publicationDate":"2024-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141009110","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"LEARNING TO LEARN: THE KEY TO LEADERSHIP SUCCESS","authors":"James W. Keyes","doi":"10.1002/ltl.20823","DOIUrl":"10.1002/ltl.20823","url":null,"abstract":"<p>The author is former CEO of 7-Eleven, Inc., and Blockbuster, Inc., and has been involved at the board level and other key positions in various nonprofits and artistic organizations. He says that in his career, he “grew to appreciate the critical importance of education to the individual, the corporation, and to the humanity at large.” He says that he has tried to “capture ”what″ learnings were necessary, “how” to make leadership a dynamic learning process, and “why” continued learning is such a fundamental requirement for effective leadership. I have distilled the what, how, and why of my leadership education into 9 principles I call the “C-Suite Learnings.” The three areas of what to learn are, in his words, change, confidence, and clarity. In how to learn, they are critical thinking, curiosity, and creativity. For why to learn, collaboration, cultural literacy, and character. “My goal,” he concludes, “is to help others find their own path to academic, professional, and even personal success. By practicing these nine Cs, we can Live to Learn; freeing ourselves from personal and societal constraints that limit our success. Only then will we truly Learn to Live; and in turn Learn to Lead.”</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 113","pages":"69-74"},"PeriodicalIF":0.0,"publicationDate":"2024-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141006937","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"FOR MORE INFO…","authors":"","doi":"10.1002/ltl.20660","DOIUrl":"https://doi.org/10.1002/ltl.20660","url":null,"abstract":"<p>Additional readings and resources on the topics referred to in this issue.</p><p><b>Sarah McArthur</b></p><p><i>Making Waves: A Woman’s Rise to the Top Using Heart, Smarts, and Courage</i> (Matt Holt, 2024; 224 pages; $25.00)</p><p><i>Work Is Love Made Visible: A Collection of Essays about the Power of Finding Your Purpose from the World’s Greatest Thought Leaders</i> (Wiley, 2018; 300 pages; $28.00)</p><p><i>Peter Drucker’s Five Most Important Questions: Enduring Wisdom for Today’s Leaders</i> (Jossey-Bass, 2015; 160 pages; $20.00)</p><p><i>Coaching for Leadership: Writings on Leadership from the World’s Greatest Coaches</i> (Wiley, 2012; 313 pages; $72.00)</p><p><i>More Hesselbein on Leadership</i> (Jossey-Bass, 2012; 91 pages; $19.95)</p><p><i>My Life in Leadership: The Journey and Lessons Learned Along the Way</i> (Jossey-Bass, 2011; 236 pages; $27.95)</p><p><b>William Ury</b></p><p><i>POSSIBLE: How We Survive (and Thrive) in an Age of Conflict</i> (Harper Business, 2024, 368 pages; $32.00)</p><p><b>Lisa Lutoff-Perlo</b></p><p><i>Making Waves: A Woman’s Rise to the Top Using Smarts, Heart, and Courage</i> (Matt Holt, 2024, 224 pages; $28.00)</p><p><b>Jennifer McCollum</b></p><p><i>In Her Own Voice: A Woman’s Rise to CEO: Overcoming Hurdles to Change the Face of Leadership</i> (Matt Holt, 2023, 256 pages; $27.00)</p><p><b>Brad Deutser and Isabel Bilotta</b></p><p><i>Belonging Rules: Five Crucial Actions That Build Unity and Foster Performance</i> (Matt Holt, 2023, 272 pages; $30.00)</p><p><b>Carol Kauffman</b></p><p><i>Real-Time Leadership: Find Your Winning Moves When the Stakes Are High</i> (Harvard Business Review Press, 2023, 288 pages; $30.00)</p><p><b>Eddie Pate and Jonathan Stutz</b></p><p><i>Daily Practices of Inclusive Leaders: A Guide to Building a Culture of Belonging</i> (Berrett-Koehler, 2024, 264 pages; $24.95)</p><p><b>Jennifer Nash</b></p><p><i>Be Human, Lead Human: How to Connect People and Performance</i> (Lioncrest Publishing, 2023, 346 pages; $29.99)</p><p><b>Mandy Schaniel</b></p><p><i>Faith Over Fear: How to Adopt a Success Mindset</i> Brown Books Publishing Group, 2023, 152 pages, $24.95)</p><p><b>Abraham Khoureis</b></p><p><i>The Compassionate Leadership Model And Pyramid: Ascending Empathy Unveiling the Seven-level Journey of Compassionate Leadership</i> (ANGroup Publishing House, 2024,120 pages; $24.95)</p><p><b>Patrick Esposito</b></p><p><i>The Structure of Success: A Framework to Help Build Your Business Better</i> (An Inc. Original, 2023, 264 pages; $24.95)</p><p><b>Peter Cappelli</b></p><p><i>Our Least Important Asset: Why the Relentless Focus on Finance and Accounting is Bad for Business and Employees</i> (Oxford University Press, 2023, 240 pages, $29.95)</p><p><i>The Leader’s Guide to Managing Risk: A Proven Method to Build Resilience and Reliability</i> (HarperLeadership, 2023, 272 pages; $29.99)</p><p><i>The 12-Week MBA: Learn the Skills You Need to Lead in Business Today</i> (Hachette Go, 2024, 352 pages; ","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 112","pages":"107"},"PeriodicalIF":0.0,"publicationDate":"2024-03-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/ltl.20660","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140043188","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"THE PATTERNS AND SEQUENCES OF RISK MANAGEMENT","authors":"","doi":"10.1002/ltl.20804","DOIUrl":"https://doi.org/10.1002/ltl.20804","url":null,"abstract":"","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 112","pages":"103-104"},"PeriodicalIF":0.0,"publicationDate":"2024-03-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140043186","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}