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Leadership is a constant exchange between leader and follower. It is both verbal and non-verbal. The strength of the relationship depends on each party’s capacity to support the other. Being a good leader involves knowing one’s own strengths and weaknesses. It requires being able to listen and follow a subordinate, should their unique expertise afford them a temporary leadership role.

5 ways leaders are different to managers

The first time President John F. Kennedy visited NASA’s headquarters, he met a janitor mopping the floor. President Kennedy asked him what he was doing

The persuasive power of transparency

Cost transparency can be a compelling strategic choice in both marketing and negotiation

The idea of finding a way to embody an overall mission as a more concrete objective is related to an essential insight in management. Management practice often centres on “fluffy” performances such as missions, speeches, goal statements, and quick tours and interactions. None of this fluff helps if it is disconnected from the activities and meaning of all members of the organisation. Mission and goal statements contribute to success if they are oriented toward the embodiment of concrete activities that people can use to choose their own actions and construct meaning.

How great leaders make work meaningful

Mired in day-to-day tasks, people easily lose sight of their work’s higher purpose. That’s where great communicators come in

Combining two effortful tasks is harder than completing them separately. Switching tasks increases cognitive load. Most of what we call multi-tasking is actually the prefrontal cortex - a region toward the front of our brain - acting as a policeman directing traffic at a busy intersection, switching between the various neural networks required for the flow of processes associated with each task.

Multi-tasking eats 40% of your day. Here’s how to fight back

We are accelerating into the age of "connected everything". There are almost three million apps in one of the world’s leading app stores, many of us check our smart-phones once every 6 minutes and most of us carry our digital devices for 22 hours per day

In its mildest form, identification with the aggressor can be seen as a healthy defence mechanism and may serve an evolutionary purpose. It allows people to adjust to situations perceived as threatening. However, as illustrated in the opening example, chronic identification with the aggressor can lead victims to become aggressors themselves. In particular, children who have been exposed to highly dysfunctional childhood practices are in adulthood more likely to adopt the same negative behaviour patterns as a survival strategy.

The bad influence of aggressive bosses

Identifying with an aggressor is a basic strategy for human survival. It’s time to call it out in the workplace

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