No leadership truly exists in isolation of its context, and in the case of organisational leadership, leaders are influenced by and exist within the culture of the community the organisation serves. Leaders wishing to lead effective organisational cultures need to understand that they do so in the context of a bigger culture they are in.
When we ask why, it is because we are trying to make sense of our contexts, our situation, of someone else’s behaviour. Sometimes, asking Why, when the answer is difficult to find, can disempower us in taking action and progressing with our work, personal lives and our relationships. But why?
Taking courage to lead others is mainly an individual endeavour, but how can leaders enable their colleagues and teams to prepare for change and develop their own courage, especially for change they do not know is coming their way? How can leaders help overcome the impact of their courage, on others?
In its more rudimentary form, a checklist is a set of tasks or goals to achieve in a given period of time. But in his book, The Checklist Manifesto, Atul Gawande explores how using a checklist with deliberate intent on a regular basis has much greater power than most people think is possible from an apparently simple artefact.
Leaders within organisations need to understand their impact on enabling change. Here are 5 key dispositions leaders must cultivate for change to be effectively supported.