Monocultural or ideological hegemony in organisational leadership is a recipe for disaster. As a general observation, when organisational systems fall into overtly biased configurations and power symmetries, it is rarely a consequence of willful misdirection. From the interior surface of a half-mirrored labyrinth of self-validating justification and institutional logic, this kind of monocultural percolation may […]
The nature of leadership, at least beyond any simplistic caricature, is surely as an emergent pivot and catalyst for change. All members of an organisation are actors in this – the distributed leadership quotient – and the emergence of critical, decision-making nodes such as those we identify as “leaders” is perhaps merely an autonomous and […]
Organisational cultures are not born fully-formed (or in any sense static or complete), they are best cultivated and nurtured. For better or for worse, our leaders reflect the ground from which they grow…
The skills-sets required to obtain seniority are so often decoupled from those skills-sets actually required to perform professionally at that level.
The cult of the leader, of single isolated points of power and control and is an inevitable consequence and inversion of a fundamental social and psychological misunderstanding…
