Positive Leadership and the 4 dilemmas of strategic timing

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This week we sent members two brand new research briefings

 

The rise of Positive Organisational Leadership

Keywords: positive organisational leadership, leadership, positive organisational scholarship, leadership development, positive deviance, organisational development

Positive organisational scholarship is part of the recent interest in positive psychology and positive organisational development and refers to organisational approaches to developing a more positive working environment for employees and developing a positive set of thinking, attitudes, emotions and behaviours towards performance. The idea of positive organisational scholarship started in 2003 and has four key elements:

  1. Self-efficacy, or confidence in one’s ability to do something and achieve one’s goals
  2. Hope, or having positive expectations and goals outcomes
  3. Optimism, or having a generally positive outlook on the future
  4. Resilience

This research briefing will be extremely useful to leaders and anyone involved in leadership development, executive coaching or interested generally in the growing positive psychology movement.

Download or buy The rise of Positive Organisational Leadership

 

The four dilemmas of strategic timing

Keywords: strategy, strategy implementation, timing, strategy timing, strategic and mentation, dilemma

Developing and executing a strategy successfully takes more than just strategy formation and execution. A range of previous studies over the last 30 years have shown that getting the timing right when implementing a strategy is every bit as vital as its execution. The timing of the strategic move can make the difference between success and failure. Understanding not only when the optimal time to implement a strategy is, but also understanding how to pace strategy implementation are critical factors in successful strategy execution.

This research briefing looks at the four primary dilemmas facing any organisation.

Strategic timing and pacing (implementing or pushing a strategy through too quickly or too slowly) can have dire consequences. At best, getting the timing and pacing of strategy execution wrong can have unintended consequences and, at worst, either render the strategy irrelevant or even bankrupt the organisation or make it irrelevant.

Poor strategic timing can also decrease strategic adoption, demotivate employees and even cause resignations and increase staff turnover, but just at the wrong time.

This research briefing will be invaluable for anyone involved in strategy formation, implementation and execution at any level. Additionally this research briefing will be very useful for anyone involved in leadership and management development and can form the basis of an entire module / workshop / development activity.

Download Buy The four dilemmas of strategic timing

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David Wilkinson

David Wilkinson is the Editor-in-Chief of the Oxford Review. He is also acknowledged to be one of the world's leading experts in dealing with ambiguity and uncertainty and developing emotional resilience. David teaches and conducts research at a number of universities including the University of Oxford, Medical Sciences Division, Cardiff University, Oxford Brookes University School of Business and many more. He has worked with many organisations as a consultant and executive coach including Schroders, where he coaches and runs their leadership and management programmes, Royal Mail, Aimia, Hyundai, The RAF, The Pentagon, the governments of the UK, US, Saudi, Oman and the Yemen for example. In 2010 he developed the world's first and only model and programme for developing emotional resilience across entire populations and organisations which has since become known as the Fear to Flow model which is the subject of his next book. In 2012 he drove a 1973 VW across six countries in Southern Africa whilst collecting money for charity and conducting on the ground charity work including developing emotional literature in children and orphans in Africa and a number of other activities. He is the author of The Ambiguity Advanatage: What great leaders are great at, published by Palgrave Macmillian. See more: About: About David Wikipedia: David's Wikipedia Page

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