Managers have always placed a higher value on action than reflection. Most of them work at an unrelenting pace, focussing on a specific issue for a short period of time, then moving instantly on to the next. But more companies are coming round to the view that managers should be able to call a...

Purpose – This article describes how effective leaders become aware of what is different about them that makes them attractive to others, and learn to use these differences to their advantage in a leadership role. Design/methodology/approach – Presents examples of the use of this technique,...

Purpose – This paper seeks to examine the impact of a leadership development programme provided for, and funded by, the NHS. Design/methodology/approach – It analyses the context, process of delivery and outcomes of the programme in the light of relevant leadership research. The programme...

Purpose – If the ideal self is the emotional driver of intentional change, the purpose of this paper is to explore the components of a person's personal vision and how it comes from their ideal self. Design/methodology/approach – Based on the concept of the ideal self from intentional change...

Presents answers to the question: how does the development of self‐awareness of managers contribute to organizational success in commercial terms? The question originated from a discussion by a group of management developers about the relationships between personal development and effective...

Discusses the effective use of 360‐degree feedback for enhancing managers’ self‐awareness and challenging them to engage in developmental work. Such feedback is instrumental for an unfreezing process in which managers are motivated to rethink their behaviour and its impact on others. A...

Presents a model of “idleness” as a graceful and effective mental state for the execution of purposeful work. Uses examples from members of an open space conference, who described what they were offering. Reflects on the place of idleness in society, including the stress associated with some...

Outlines five communication skills suggested to the authors as being of major importance: enquiring, diagnosing, summarizing, proposing and directing. Presents the relationship of these skills to either a problem‐centred or solution‐centred focus by way of an easy‐to‐use model. Outlines...