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Better Leadership in 2015 (And Beyond): 9 Essentials

QAspire

Year 2015 is knocking the door. But the same challenges are also opportunities to practice better leadership provided we understand what it takes to succeed as a leader in 2015 (and beyond). Here are 9 key thoughts on leading in 2015 and beyond: Leaders need to understand the new definition of power.

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December 2015 Leadership Development Carnival

Lead Change Blog

Welcome to the December 2015 edition of the Leadership Development Carnival! Chris Edmonds of the Purposeful Culture Group contributed Don’t Manage Time, Manage Your Values, Priorities, & Habits. John Hunter of Curious Cat Management shared Who Inspires Your Management Thinking and Action? Let’s Get Started.

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Developing leaders | Deloitte University Press | Global Human Capital Trends 2015

Chart Your Course

According to a recent Deloitte Global Human Capital Trends report: GLOBAL organizations today must navigate a “new world of work”—one that requires a dramatic change in strategies for leadership, talent, and human resources. via Developing leaders | Deloitte University Press | Global Human Capital Trends 2015. Download PDF.

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How Our Neighbors Influence Conservation Efforts

The Horizons Tracker

A study conducted by Imperial College London highlights a crucial aspect of community dynamics concerning forest resources: perceptions of external resource theft can drive communities to increase their own harvesting activities. The role neighbors play The findings unearthed additional factors influencing forest conservation efforts.

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SHRM Top 20 Indian HR Influencers on Social Media 2015-16

QAspire

Last week, SHRM India continued its tradition of releasing its report on Top 20 Indian HR Influencers on Social Media for 2015-16. These influencers have played a significant role in informing and educating people on the recent trends of Human Resources on the digital medium. That was truly humbling!

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Seven strategies to sustain ‘championing behaviour’ during organisational change

Chartered Management Institute

For example, Herscovitch and Meyer (2002) defined employee championing behaviour as the extreme enthusiasm among employees for change, demonstrated by going above and beyond to ensure successful change in organisations, as well as promoting that change to others, i.e., colleagues (Lysova et al (2015)).

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Seven strategies to sustain ‘championing behaviour’ during organisational change

Chartered Management Institute

For example, Herscovitch and Meyer (2002) defined employee championing behaviour as the extreme enthusiasm among employees for change, demonstrated by going above and beyond to ensure successful change in organisations, as well as promoting that change to others, i.e., colleagues (Lysova et al (2015)).