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Organising 2.0: do it rigorously or not at all,
17 September 2012
In the past decades, countless attempts were made to introduce a more humane and flexible form of organising in bureaucratic organisations. Although some of those organisations were successfully transformed, most of the changes have been diluted or reversed with time. Why is it, that so many attempts to make bureaucracy more humane and more flexible have failed? And how can innovative forms of organising be realised successfully?
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Leadership 2.0
6 January 2011
The arrival of the new generation Y urges a different kind of leadership in organizations: leiderschap 2.0.
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How inspired are you?
5 January 2011
Everyone can be inspired. Here are some challenging questions to reflect on your inspiration.
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Research
5 January 2011
A major transition We live in an exciting time. Much is going on in organisations. The old paradigm of control & command is giving way to new forms of organizing. New principles like trust, horizontal cooperation, transparency and sharing knowledge result in new structures and forms of organization. The emphasis is shifting to a passion
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Paradoxes in leadership development as a pathway to spirituality
4 January 2011
This paper explores paradox as a gateway to spirituality in the training of future leaders. It is precisely the irresolvable duality and the associated dichotomy of paradox that require leaders to tap into deeper levels of understanding.
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When vocation meets profession
4 January 2011
As customers, we experience quality service when an individual employee likes his or her work and is willing to do what the particular situation requires, even if this means doing something extra. For instance, a waitress who is genuinely interested in how we liked our food, a teacher who tutors a student to ensure he
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The nature of inspiring leadership
4 January 2011
What does it mean to be an inspiring leader? This article examines ways in which leaders can foster the already existing motivation of employees.
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Leaders and paradoxes
4 January 2011
Leaders often experience their work as a collection of conflicting demands. Paradoxes provide a different way of thinking, the art of reconciling apparent contradictions.
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- RT @meykebeekman: ‘Mensen niet opleiden voor een baan, maar voor het leven’ (Tex Gunning, AkzoNobel) http://t.co/fMU5AhOHV1 via @duurzaamBV 22 hours ago
- RT @EdwinKorver: Mijn voorstel: socialiseer alle banken, maak de rekeninghouder aandeelhouder, deel beleggingsverlies én winst en schrap el… 1 day ago
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© 2011 Lenette Schuijt | Mail lenette@lenetteschuijt.nl | Tel 06 535 41 968
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