Nelson Mandela: master not slave of group identity

Leadership is mobilizing others to take responsibility for necessary changes . But who is able to mobilize others? Who turns out to be the ‘natural’ leader of a group ? Who is the Nelson Mandela of each group ? Scientific studies have shown time and again that it is the person who best represents the […]

Quota’s zijn wel nodig tegen de mannelijke bierkaai.

Verschenen als opiniestuk in De Tijd van 26 november 2013. Het staat natuurlijk stoer om complexe maatschappelijke problemen te individualiseren zoals Annick Van Overstraeten van Lunch Garden stelt in De Tijd van afgelopen weekend. “Het is een kwestie van persoonlijke keuze.” Met andere woorden, je hebt het alleen aan jezelf te wijten als je als […]

(Shared) Leadership & happiness

80% of our interactions with our supervisors are positive, and only 20% are negative. The bad news is that the effects of negative interactions on our mood are 5 times stronger (Miner et al., 2005). As a result the net effect of interacting with our supervisors is often negative. We experience less positive emotions with […]

Leadership development of the future: stakeholders & aesthetic learning

Due to the increasing complex problems we are facing as individuals, organizations, institutions, society, the  ‘genius with a thousand helpers leadership model’ is more and more replaced by ‘shared leadership’. This has implications for leadership development.   Let me start by being ‘the master of the obvious’ by stating that the old idea of having […]

Ik ben gevraagd geweest…

Is het u ook al opgevallen dat Belgen voor topposities steeds ‘gevraagd worden’ of geen kandidaat waren of zijn voor de positie (cf. Kris Peeters dit weekend in de Tijd). Vreemd is dat niet, of toch niet in België. Prof. dr. Hannes Leroy en ikzelf deden recent onderzoek in België naar wat bepaalt dat iemand […]

Het einde van de alleenheerser – co-leiderschap

Deze tekst verscheen als opiniestuk in het Belang van Limburg op 22-23 juni Wat hebben 2 biermerken, 4 kranten en een uitgeverij, nutsbedrijven en een tophotel in Nederland met elkaar gemeen? Ze worden allemaal geleid door Belgen. Verrassend? Niet volgens Gerd de Smyter die in zijn boek ‘Belg in de Boardroom’ stelt dat Belgische managers steeds […]

Listening is not about understanding the other, but about making the other feel understood

Being silent has an impact for the good or for the worse. Dave Ulrich made clear in his HR masterclass in Brussels that the loudest feedback is silence. Saying nothing when you ought to speak is approving the other’s bad behavior. But if being silent means that you are listening, nothing but good will happen. […]

New Research: What Sets Effective Middle Managers Apart

Once more a study shows that middle managers who act as middle leaders are next to senior managers the most important determinants for innovation/change in organizations today.  Read this Harvard business review blog post on some great research: http://blogs.hbr.org/cs/2013/05/reinventing_middle_management.html?referral=00563&cm_mmc=email-_-newsletter-_-daily_alert-_-alert_date&utm_source=newsletter_daily_alert&utm_medium=email&utm_campaign=alert_date

Middle managers & leadership – part 4 – results of the Leadership for Middle Management program

As mentioned here and here, the role of the middle manager is transforming to the point that they may be the most important people in your company today (Mollick, 2011). There are a multitude of reasons for this, but just to mention two: 1)      More horizontal structures increase the importance of middle managers in achieving […]

Middle managers & leadership – part 3: how to become a middle leader?

“Which leadership book or training can you recommend me? How can I become a middle leader?” These simple questions require very complex answers if you consider all dimensions of leadership. Day, Harrison and Halpin (2009) advocate an integrative model of leadership development with three levels. The first, visible level targets skills. Leadership is a question […]

Middle managers & leadership – part 2: leading from the middle: future proof middle managers.

“The distinguishing feature of middle management is not where they sit in the organization chart. What makes them unique is their access to top management coupled with their knowledge of operations. This enables them to function as mediators between the organization’s strategy and day-to-day activities” (Wooldridge, Schmid & Floyd, 2008, p. 1192). Tying strategy to […]

HR professionals as emergent leaders in organization: how to get there?

Last Friday we organized group discussions for all master students about 5 different leadership books.  We noticed something peculiar in our groups: in one group the HR students stayed together when they had the opportunity to mingle with the others. In another group the HR students advocated in an assertive way the most complex leadership […]