Why Leadership Training Fails - And What To Do About It by Michael Beer, Magnus Finnstrom & Derek Schrader
"This widely embraced development model - view the organization as an aggregation of individuals - doesn’t acknowledge that organizations are systems of interacting elements: Roles, responsibilities, and relationships are defined by organizational structure, processes, leadership styles, people’s professional and cultural backgrounds, and HR policies and practices. And it doesn’t recognize that all those elements together drive organizational behavior and performance. If the system does not change, it will not support and sustain individual behavior change—indeed, it will set people up to fail".
In addition, "HR managers and others find it difficult or impossible to confront senior leaders and their teams with an uncomfortable truth: A failure to execute on strategy and change organizational behavior is rooted not in individuals’ deficiencies but, rather, in the policies and practices created by top management.Those are the things to fix before training can succeed longer-term".
"Note that problems are diagnosed from the ground up. Those confidential employee interviews are critical for exposing the silent killers, including deficiencies in capabilities and talent management, because leaders often lack the objectivity to spot glitches in systems they have created. By addressing management practices and leadership behavior that shape the system before training individual employees, leaders create a favorable context for applying learning. The systemic changes encourage—even require—the desired behaviors".
The Four Leadership Styles and How To Identify Yours by Bill Taylor co-founder of Fast Magazine
"Why is it important to gain clarity about the leadership style (The Classic Entrepreneur, The Modern Missionary, The Problem Solver, The Solution Finder) that fits each of us best? Because the more we understand about ourselves — what we truly care about, how we make decisions, why we do what we do — the more effective we will be at marshalling the support of others for what we hope to achieve".
The Focused Leader by Daniel Goleman at Rutgers University
As Daniel Goleman conclude "Focused leaders can command the full range of their own attention: They are in touch with their inner feelings, they can control their impulses, they are aware of how others see them, they understand what others need from them, they can weed out distractions and also allow their minds to roam widely, free of preconceptions".
Becoming a Leader Who Fosters Innovation by David Magellan Horth and Jonathan Vehar, Center for Creative Leadership
Here are some specific actions you can take according to Megellan Horth and Jonathan Vehar to help your organization develop the mindset, skillset, and toolset for innovation leadership. "Create a mandate for change, model what it will take individually and collectively, communicate challenging strategic issues, create highly diverse teams, give people access to creative methods and experiences, design and build systems, and champion ideas that don’t quite fit".
How small shifts in leadership can transform your team dynamic by Caroline Webb at McKinsey
Caroline Webb indicates that "new insights suggest that simple tweaks in leaders’ communication and behaviour can potentially create a much more productive atmosphere for any team".