Tag: leadership style

Artificial Intelligence (AI) is revolutionising business and we’re all beginning to relax with it as we learn that it is generally to be welcomed rather than feared. As a tool, it is excellent at making tasks less time-consuming and more efficient, and this applies to the work of executive search businesses as much as to other business processes.

I have always been interested in the theory and practices of different leadership styles across the wide range from ‘authoritative’ to ‘visionary’. For a long time now, I have supported the practices of servant leadership as one of the most effective leadership styles.

What can a life-or-death mountaineering expedition teach you about leading a successful team or business? How does the act of navigating through Africa's untamed landscapes relate to steering your way through the boardrooms of today's corporate jungles? In this ground breaking book by Johan de Villiers, you'll explore the astonishing parallels between adventurous escapades and business leadership.

Effective communication, emotional intelligence (EQ), trust, and willingness to be vulnerable are the most sought-after qualities for today’s business leaders. New global research reveals a significant shift in our relationship with work and our expectations of it in recent years with employees seeking work environments in which they can grow. In a nutshell: we want more from our work and our bosses.

Authentic leaders embrace honesty and truthfulness as core principles of their leadership style. They strive to build trust, inspire their teams and foster an environment of openness and integrity. This approach appears to be cut-and-dried. However, in reality, being honest and truthful can be rather tricky.

For years we’ve been advised to fake it until we make in business when what we actually should be focusing is simply being our most authentic selves which, in the long run, is far more sustainable than false confidence and it will always reap rewards at the end of the day.

Two years since the world shut down and companies and employees scrambled to set up work-from-home, we are once again in a transition period as the world opens up a little and organisations grapple with how they will organise their workforce.

Despite innovation and change in the finance function, many CFOs are taking on this critical leadership role only to continue running the finance function as is. The actual value-unlock is achieved by digitising your finance function to free up your teams to focus on improved capital allocation, identification of growth opportunities and innovation as well as the application of sustainability techniques to drive down operating costs and reduce your organisation's carbon footprint.

We began 2020 with the understanding that we were in the 4th Industrial Revolution (4IR). As we grappled with what that means for us as leaders, what changes we would need to make, and what training our employees would need, we were hit with the global pandemic that COVID-19 brought.

COVID-19 has placed demands on people and organisations in almost all aspects of their daily lives. From going online (transforming digitally) to working remotely, and - perhaps most critically - demanding a change in consciousness from leaders across the globe.