Unhurried Leadership

I like the idea of unhurried leadership. I’ve written about it on the Unhurried website and I thought I’d share it here too. I have to admit to disliking simple formulae for managing complex things, so I apologise for this five part list. It’s not intended as gospel truth, as I’m sure you could address […]

What sort of leadership?

Harold Jarche challenges ideas about leadership: But we don’t need better leaders. We need organizations and structures that let all people cooperate and collaborate. Positional leadership is a master-servant parent-child, teacher-student, employer-employee relationship. It puts too much power in the hands of individuals and blocks human networks from realizing their potential. In the network era, leadership […]

Conversational leadership

David Gurteen tweeted this interesting article (pdf): Conversational Leadership: Thinking together for a change It makes a lot of sense to me pushing for a more conversational process of change with an emphasis on creating engagement through good questions. This contrasts with the default style in many organisations of “messaging” from the top down (and […]

Leadership as emergent, co-created and unheroic

I really enjoy Chris Rodgers’ views on leadership. He argues against the assumption that it takes great leadership for organisations to succeed. He suggests that what we call leadership and thereby suggest is something rooted in an individual, is actually something that emerges from everyday interaction. My italics, because I think the dominant way of […]

Another idea of leadership

As I’ve said before, I’m sceptical of most conversations containing the word leadership. But once in a while a really interesting definition of it comes along. This one is from Esko Kilpi: Following is at best a process of active, creative learning through observing and simulating desired practices. Leading is doing one’s work in an […]

Leadership as holding uncertainty

Viv picks out some nice ideas from Phelim McDermott on the subject of leadership. “We love the security of the illusion that someone is in control. Even more than the discomfort of a potentially more creative process. That’s how we want our leaders: ”Reassuringly blameable.” Of course carrying that blameability accounts for a lot of […]