The following is a selection of articles that have been published in the press and external media.
Emergent Leadership
Published in Leadership Excellence, March 2010. Please note, the article can be found on page 17 of the pdf.
Leadership as usual is no longer an option - filling the void requires a new mindset and skills. Conventional leadership approaches have been based on a paradigm that focuses on hierarchical linearity, a culture based on rules, command and control and formal relationships. While this approach works well in predictable and stable environments, in dynamic environments, this traditional approach inhibits creativity and innovation and decreases motivation and productivity.
Other articles are avaliable below
Filling the Leadership Vacuum
Published in Talent Management, June 2009.
While the credit crunch and ongoing recession have generated much in the way of government, economic and legal commentary, there is a vacuum when it comes to corresponding conversations around leadership, human capital and talent management. This vacuum, or gap, offers both a point of reflection for practitioners and stakeholders and also sews the seeds for potential opportunity.
Where is the Leadership Response to the Recession?
Where is the Leadership Response to the Recession?
Published in HR Matters, May 2009.
One question which arises is, has the case for advancing the influence of HR been critically undermined by recent events or are there parts of the human capital agenda which can make a considerable impact on future organisational behaviour? This question is especially relevant as there is some broad consensus emerging on the systemic reform required to avoid a repeat of the current crisis. The response from the HR community however has so far failed to advance a coherent agenda to avoid a repeat of the human capital issues which have contributed to the current situation.
Are People Truly Predictable?
Published in HR Matters, February 2009.
We discussed the idea that people-based issues can be managed in a systematic and structured manner, something that Bruce is firmly in support of. 4G represents a proprietary approach developed by his company to understand and predict intangible aspects of people's personality, interaction and values. However, our conversation was not so much about 4G itself but about taking a holistic approach and the how's and why's of it.
Boom or Bust for HR?
Published in Human Resource Executive, January 2009.
Is 2009 the year the HR function finally enters its ascendancy as organizations place greater emphasis on talent management and putting strategic HR activities at the heart of the business? Or is HR destined to remain a transaction-based cost center as leaders still struggle to rise to the challenge?
