Search for tag 'Leadership'

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  1. Digital Transformation Leaders Game

    You can't lead a digital transformation alone

    The success of your digital transformation depends on the agility of your organisation. You need to constantly evaluate opportunities and take action, preferably faster than your competitors. This is where the leadership challenges lie. Together with his team, Professor Stijn Viaene has developed a leadership model and a game, the Digital Transformation Leaders Game. This is a light-hearted way of gaining insights into the different types of leadership which contribute to the success of your digital transformation.

  2. How do you ensure a successful diversity policy?

    Diversity in the workplace goes far beyond ethnic, cultural or religious differences – and research shows it can lead to better performance and greater creativity. But organisations don’t always implement diversity policies effectively – partly because there are misconceptions about the role managers play. So Professor Katleen De Stobbeleir has developed a theoretical framework to chart the impact managers have on how successful a diversity policy is.

  3. The Agile Leader's Scrapbook

    Write your own agile story

    How do you become an agile leader - really? “You need to develop an ‘and-and’ mindset, because right from the start you are confronted with a double challenge: identify and build on everything that is relatively immune to the impact of volatility in your operating environment, while simultaneously experimenting with new systems, ideas, products and processes wherever possible.” With this scrapbook, Professor Herman Van den Broeck and Professor Barney Jordaan want to help leaders find a “sweet spot” – not necessarily a perfect balance – between stability and agility, between roots and wings, or what they term “rooting” and “soaring”.

  4. From egocentric to ecocentric leadership

    Farewell, omniscient leader - from egocentric to ecocentric

    A leader is charismatic and visionary: this CEO cult no longer fits in with today’s complex dynamics. Research has shown that modern leaders are successful if they adopt modest, vulnerable attitudes, asking people around them for feedback to achieve widespread support.

  5. Coca Cola Enterprises

    The Coca-Cola case, an inclusive approach

    This case gives an overview of the diversity evolution that Coca-Cola Enterprises has gone through, and the different phases that the organization knew before reaching an inclusive organizational culture. This gives us the opportunity to encourage a debate regarding inclusive leadership and professional gender equality, specifically meant for women who have the ambition to obtain a middle to senior management position.

  6. Staying ahead of the political game.

    Staying ahead of the political game

    Some see office politics as a necessary evil; some welcome the opportunity to show their political skills. Others simply refuse to play ‘the game’. But it’s not a winning or losing game. Being politically savvy doesn’t mean that you win at the expense of someone else. It’s not about being false or self-centred either. Or playing favourites, let alone back-stabbing. On the contrary: we argue that remaining authentic is of vital importance.

  7. White paper: 4 observations about generation Y

    4 observations about generation Y

    As a people manager, you have to deal with differences between your team members. Some of these differences might be harder to understand than others. ‘Generation Y’, Millennials or the Millennial Generation (1982-2000). As insight into the expectations, intentions, ambitions and dominant values of other generations is crucial to managing people, we’ll help you clear up the following 4 myths about Generation Y.

  8. Leadership development remains top priority for HR departments

    The main priority for Belgian human resources departments continues to be the development of the competencies of managers, i.e. leadership development, as the HR Barometer study by HR consultancy Hudson and Vlerick Business School reveals. Talent management – the attraction, development and motivation of talent in the organisation – is still ranked a clear second.

  9. Belgium

    Belgian CEOs as export products

    Is there such a thing as ‘the average Belgian CEO’? Apparently, yes. It is somebody who brings people together, who has an international outlook, who is not afraid of hard work and who keeps his promises. Belgian top managers are also valued for their strong ability to compromise. Yet often they are still too modest. This was revealed by a study conducted by Vlerick Business School on behalf of Galaxis and Norman Broadbent.

  10. Stimulating learning in the organisation

    This article is based on findings from research conducted by Vlerick within the context of an ESF (European Social Funds) project. Authors Fauve Delcour, Kim Bellens, Tina Davidson and Prof Katleen De Stobbeleir explain why ‘servant leadership’ and challenging goals are important for creating a positive learning climate.

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