The other day I was reading the hobbies of several C-level executives. And once again I found the usual suspects: cooking, history, art, classical music, old-timers, wine, golf, walking in the mountains … I’ve always wondered, do they do this because it is just part of the social class they belong to (cf. Bourdieu)? Or do they really enjoy it?  And why have these hobbies never…
Leadership development starts with developing as a human being. The classical Greek philosophers such as Plato discussed already the properties of being: Beauty, Goodness  & Truth. So, in a way I’m the business of Beauty, Goodness & Truth. As a scientist Truth is the obvious one, and as a leadership scholar Goodness as well, but what about Beauty? I therefore followed…
I’m a fraud, or at least that is how I feel sometimes when I’m driving home after a day of work. It is only a matter of time before they will discover that I’m not up to the job.  I've heard these sentences 5 times over the last 2 weeks. And they all came from people in high places: a CEO from a SME, a managing partner from a consulting agency, a school headmaster, and 2…
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 1 professor or…
“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 of expertise.…
Talent leadership can be understood as playing to strenghts of people, focusing on what makes them unique and leveraging those unique talents to the well-being of the individual and the company.  In our research (Veestraeten & Leroy, 2012) we have looked at those factors and identified that these talent leaders are characterized by a mindset of (1) positivity, (2) trust, and…
With Drath (2001) we distinguish three mindsets, which also can be linked to different times and situations. Leaders can be 'ego-dominant' and hold on to a vertical perspective. These leaders want obedience and loyalty. They believe they have special gifts or talents. Other leaders see themselves as influencers. They are still responsible, but take others into account. They want…
Leadership that deals with social change values everybody and is inclusive. It doesn’t consider talent or potential as a prerogative for a select target group. It doesn’t pigeon-hole people. It takes each and every possible person along in the task to be done. Carol Dweck [i] makes distinction between two mindsets: “In the fixed mindset, everything is about the outcome. If…
Leadership masters a positive attitude. It doesn’t see the world in short comings, problems or defaults. “The boundaries we create in life are imaginary; they don’t exist, but we create them. Then we feel trapped by them,” as Joseph Jaworski puts it[i]. Judging people is trapping people. Default thinking is one of the huge obstacles in todays HR and organisational efforts…
"Which leadership book or training can you recommend me?" These simple questions require very complex answers if you consider all dimensions of leadership. I combine abstraction and maturity levels for clarifying the field. Kegan and Lahey* define three levels of adult development. And from Robert Dilts we learned the different logical levels in looking at situations. Leadership perspectives Young,…