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Plunge into a selection of curated articles and longer-reads
Leadership in culturally significant times
Venka Purushothaman, Provost at LASALLE College of the Arts Singapore on why we need cultural leadership, now more than ever.
By Venka Purushothaman
from our Thought Pieces
We need leaders who can link local citizens with our universities
What does the new civic engagement leadership skill set looks like?
Paul Gentle examines the kind of leadership required to discharge universities’ increasingly civic responsibilities effectively.
By Dr Paul Gentle for Wonkhe
Cracking the code for sustained collaboration
By Francesca Gino
for the Harvard Business Review
How to give feedback with a growth-mindset approach
By Emma Briggs
for the Neuroleadership Institute
The three problems of power
By Margaret Heffernan on Medium
Part I:
Pleasing
“The language says it all. ‘Working your way up’, ‘climbing the ladder’ are ways of describing successful careers: emerging from the dank basement to the wide bright vistas atop a hierarchy.”
Part II:
Silence and blindness
“One of the biggest traps of power is that the way that others respond to it. Most believe they get ahead by pleasing or, at least, not openly disagreeing. That means they contribute less than they might. This silence suppresses concerns; it also suppresses good ideas.”
Part III:
Distance and dehumanisation
“Experimentation showed that people given power demonstrate more stereotyped thinking. Further from the action, reinforced by a sense of their own capability, the combination of power, optimism and abstraction made them more confident of their own judgement. The more cut off from others, the more certain they were of their decisions about people and detail they did not know.”
Resilience: The secret sauce
Resilience is robustness and agility. It’s what it takes to thrive, not just survive. Sound familiar?
By Louise Clifton
from our Thought Pieces
Making joy a priority at work
“People intrinsically seek joy. And joy connects people more powerfully than almost any other human experience”
By Alex Liu
for the Harvard Business Review
It’s time to embrace not just the lifelong but the life-wide dimension of learning
By Katja Römer
for the UNESCO Institute for Lifelong Learning
Universities as social impact investors: the snowball effect of value
By Richard Hazenberg, Professor of Social Innovation, University of Northampton and Dave Gorman / Director of Social Responsibility & Sustainability, University of Edinburgh
for Big Society Capital
Balance, moderation, trust
How different personality types cope with an always-on culture
By John Hackston
for the Harvard Business Review
Closing the latch: the importance of trust
By Professor Simone Buitendijk
on Medium
In praise of extreme moderation
By Avivah Wittenberg-Cox
for the Harvard Business Review
Good leadership is about asking good questions
By John Hagel III
for the Harvard Business Review
To have the most impact, ask the right questions
By Chris Musselwhite and Tammie Plouffe
for the Harvard Business Review
The problem with perfectionism: how trying to reach the unreachable is making us unhappy
“…learning is a journey not a destination, and perfect is an illusion.”
By Professor Simone Buitendijk, Vice-Chancellor at the University of Leeds on Medium
Why small habits make a big difference
“Habits are the compound interest of self-improvement. The same way that money multiplies through compound interest, the effects of your habits multiply as you repeat them.(…) It is only when looking back two, five, or perhaps ten years later that the value of good habits and the cost of bad ones becomes strikingly apparent.“
From Farnam Street
Compassion can change the world
“Universities can and should be at the forefront of this new way of thinking and acting. We are well positioned to lead by example and to start shifting the dial in the direction of institutional compassion. We are communities full of people who are inherently driven by the wish to contribute to a better world. Our outputs are not financial; our main product is knowledge; we teach large groups of people to be the next, more enlightened and considerate generation of global citizens; and local community work and global collaboration is at the heart of the majority of what we do.“
By Simone Buitendijk, Vice-Chancellor at the University of Leeds,
on Medium
Making your meeting a safe space for honest conversation
By Paul Axtell
for the Harvard Business Review
Leading with humility
By Daniel Goleman
via Linked In
Wearing the shoes of others
By Dr Graham Holden
from our Thought Pieces
What do you want to be when you grow up?
By Helen Teague
from our Thought Pieces
“As long as your arm!” Breaking free of a short-term mindset
By Dr Paul Gentle
from our Thought Pieces