Search for tag 'Leadership'

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  1. Business Today: A Red Queen’s Race

    Do you remember Wonderland? It’s the setting for Lewis Carroll’s 1865 children’s novel, Alice in Wonderland. It’s a land where nothing is as it seems and where the rules change constantly. And who has the power to change the rules of the game. The Red Queen. But what does a land that was invented have to do with business today? Quite a lot, actually! The unpredictable rules of Wonderland are often used as a metaphor for today’s turbulent business environment.

  2. Emotion management

    Why acknowledging our emotions helps us to reap the benefits of diversity

    We’re living in an increasingly multicultural society, but people still tend to seek out the company of similar others, resulting in de facto segregated monocultural groups in which stereotypes about the other remain unchallenged. Research suggests that this is linked to emotion management, or lack thereof. Together with two colleagues, professor Smaranda Boros examined the role of emotion management in a professional multicultural setting, and its implications.

  3. Katleen De Stobbeleir - what is the CEO disease

    What is the CEO disease?

    In this "What is" video, Vlerick Professor Katleen De Stobbeleir explains what the CEO disease is.

  4. Vlerick white paper Grow your career as an expert

    Grow your Career as an Expert

    Not everyone is a born manager. And not everyone gets a kick out of leading teams or striving to make it all the way up to CEO. After all, sometimes your greatest strength lies in your expertise. But you can still be quite ambitious as an expert (or non-manager)– and there are many opportunities for growth.

  5. Adaptive leadership

    Adaptive leadership: the answer to shape your path through turbulence

    Senior managers expect more strategic leadership and process leadership from middle managers to be able to maintain and enhance performance amidst rapid, frequent and unpredictable change. That is the conclusion of professors Katleen De Stobbeleir, Carine Peeters and Steve Muylle, together with researcher Matthias Pfisterer based on recent research about leadership behaviours that contribute to organisations’ adaptiveness. The study was conducted within the Centre for Excellence in Leading Adaptive Organisations.

  6. Two Enablers of Leadership

    Great leaders nurture the strengths and talents of their staff and build teams committed to achieving goals. But what does it take for a leader to guide his or her team towards greatness?

  7. 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.

  8. 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.

  9. 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”.

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