Dean Williams is a writer and scholar with significant international experience (he served for five…
The chapter “Pain” from Robert Grudin’s book approaches leadership and innovation from a rarely-discussed perspective.…
Some of the greatest achievements in history have been brought about by people who were…
James MacGregor Burns revolutionized leadership studies in 1978 with the concept of transformational leadership. In…
This journal article is a brief and accessible look at the author’s research in adult learning.
This is a study of twelve high performing nonprofits, all in existence for more than ten years, organizations that faced similar social, political and economic circumstances.
The book is a distillation of Linda Hill’s almost 30 years at Harvard Business School (HBS) where she has studied what effective managers do and how they do it.
The book is based on the work of a core research team who asked, “What are the crucial differences between intelligence diminishers and intelligence multipliers and what impact does each have on organizations?”
Based on her extensive interviews with 42 directors of international art museums, Dr. Suchy describes a four-part leadership model that could apply equally to all cultural organizations.
In the chapter, “The Transition Challenge: Moving from One System of Values to Another,” Dean Williams outlines the necessary steps in orchestrating a transition.
This short article provides managers with a quick look at methods that can be used both restoratively and preventatively to create an open, respectful and productive organizational culture.
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