Leadership is learnable. Furthermore, future developments within our organizations will be strongly influenced by our leadership effectiveness. In ten steps Margareth de Wit describes how, as a leader, you can train yourself to achieve desired transitions within your organization. Educated at INSEAD and Wharton, Margareth de Wit has a long and rich experience working at the top of international companies in the USA, India, the UK, and Africa, providing intensive leadership sessions to CEOs, commissioners, managers, and directors.
Margareth de Wit has inspired hundreds of professionals within the education sector to see themselves as playing the central role in providing better education through intelligent collaboration in self-managing school teams. Her experiences show that systematic attention to leadership and group dynamics creates organizations that are both successful and future-proof. Providing striking examples from her broad practice and experience, historical comparisons, human interactions, analytical schemes, and evidence-based methods, de Wit paints a picture of the road that leads to effective leadership. While this transition is never finished, it is nevertheless one that always leads to both personal and organizational improvement.
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Introduction: The playing field
Leadership and emotional contagion
Professional contagion on four levels
The balance between cognition and emotional engagement
Show your warmth before showing your competence
Is it better to be loved or to be competent as a leader?
Leadership and your transition
A paradigm shift
Is development possible?
Making Shift Happen
2. The sweet spot
The CPO model
Good is not good enough!
Focus on strengths
Halo and horn effect
3. The quest for the holy grail
Effectiveness of leadership
Inspiring and motivating: is charisma the secret?
You can learn to inspire
The core ingredients for inspirational leadership
High performing: focus on speed and quality
4. Impact on the team
Relationship and results
Six behavioural bridges
A positive work culture
New meaning to work and the organization
Trust as the basis for a positive culture
5. Transforming the organization
Culture as leverage
To change the organizational culture, the leader must also change
Leadership development: three points for improvement
6. Feedback as an engine for development
Feedback: because you are worth it
Feedback: should I ask?
Responding to feedback: seven principles
Employees want feedback: giving feedback
7. Leadership through the generations
Generational effects in the workplace
Baby boomers (year of birth: 1945â€“1960)
Generation X (year of birth: 1961â€“1980)
Generation Y/millennials (year of birth: 1981â€“1995)
Generation Z (year of birth: 1995â€“2010)
Leadership and generations
A closer look at Generation Y/millennials
What feedback does Generation Y want?
Engagement: extra attention for Generation Y?
8. Leadership male/female
The unconscious attribution of leadership competencies
Gender and self-confidence
The business case
Male/female leadership in education
Gender and our challenge
9. Inclusive leadership
Inclusion and diversity
Leaders have an impact on inclusion
How can a leader achieve inclusion?
10. Making Shift Happen!
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