General Leadership

Articles and posts that are not specifically categorised but which have some interest in general leadership thinking.

21Jun

A 2024 Manifesto on Crime and Justice: A series of thoughts on the future potential for Equality, Diversity and Inclusivity in Crime and Justice: PART ONE

Part 1 – 1829 - This is where it all started … " It should be understood at the outset that the principal object to be obtained is the prevention of crime. To this great end, every effort of the police is to be directed. The security of person and property, the preservation of public tranquillity, and...

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An Image of Thinking Fast ... Thinking Slow which box will we tick?
06Apr

Mastering Crisis: The Fast and Slow Approach when Under Pressure

This post focuses on the work of Fink and Kahneman. The objective is to explore how bias can affect the framing of critical and complex leadership challenges, often resulting in intense pressure for decision-making. Are Kahneman and Fink both relevant to Crisis Leadership? Both Kahneman's research on cognitive biases and decision-making (Kahneman, 2011) and Fink's framework for...

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23Mar

Guiding Leaders: Purposeful Wisdom in Action

Purposeful Wisdom in Action Standing on the Shoulders of Aristotle In the constantly changing environment of modern organisations, defining a clear purpose, mission, vision, and values is essential for fostering direction, coherence, and alignment among stakeholders. Drawing from Aristotle’s philosophical concepts of teleology [Higher Purpose], Phronesis {Intelligence to Wisdom], and Praxis [Theory to Practice], we can provide...

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13Oct

HAS LEADERSHIP BEEN TOO SOLITARY, POOR, NASTY, BRUTISH AND SHORT?

  I had been musing about why it was so difficult to “do” collective leadership when its benefits were so evident. My epiphany came just after I had joined Manchester Business School in 2006 when I saw Richard Dawkins’ 30th Anniversary edition of "The Selfish Gene". Having purchased and devoured it, I realised it is because...

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Adaptability and Flexibilty as similar concepts
14Sep

Bouncebackability encapsulates Adaptability, Flexibility and Resilience perfectly!

Failure can often be the seed for subsequent success. I will never forget the description given by Iain Dowie for why the football team he managed (Crystal Palace) achieved promotion to the English Premier League in England in 2004 just one year after they lost the play-off final the year before. It was...

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Collective Leadership Mosaic Image
08Oct

Understanding Collective Leadership

Understanding Collective Leadership What is Collective Leadership? Leaders working Collectively together The overriding definition of Collective leadership, based on experience and research, is: “ a form of leadership based on shared values for achieving impact in the public interest, rather than individual leadership based on self-interest”       In this article, I explain how we think about and promote collective leadership. Using...

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22Jun

A Personal Journey

  "Stephen Brookes briefly describes his early experience of understanding leadership contexts. I often reflect on what I now know was my first experience of leadership challenges in December 1971. As a young (boy) sailor (Morse code operator) in the Persian Gulf, I communicated with a Trucial Oman Scouts operator. I struggled to understand why his morse...

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25Jan

A post-pandemic paradigm for public leaders?

What is the future for public leadership? This discussion seeks to explain what public leadership means and explores its challenges for the future. In particular, we will consider this within the context of a potential post-pandemic paradigm, responding to an unprecedented challenge that is taxing public leaders' minds and practices across the globe. The discussion will suggest...

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Negotiators taking slices of the pie
31Oct

The disconnect between the art of negotiation and the language of Brexit

Teenager or tank, mouse or leader, compromise or concession? Reflecting on the theory and the art of negotiation and the language of Brexit: exploring the inevitable disconnect. This article represents the author's personal views and makes no argument for either 'leave' or 'remain' or support of 'deal' or 'no-deal' other than by reference to informed good...

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The Selfless Leader