Informal leadership works best through small, closed ties of three people, combining trust and task focus. When ties are only bilateral or too numerous, informal leadership weakens and can undermine organisational effectiveness.
Informal leadership is most effective when conducted with a small number of closed ties (involving three people) and a mix of friendship- and task-orientated activities. When the ties are open (involving only two people) or become too numerous, informal leadership begins to break down and can hinder
Hierarchy itself doesn’t harm performance; knowledge hoarding does. Teams can thrive with deep hierarchies if information flows openly. When managers hide knowledge or deflect with “above your pay grade,” performance and culture quickly erode.
By stepping away from being a subject matter expert and toward a focus on people and coaching, a manager is in a much better position to transform their job into a leadership role.
The challenges in creating psychological safety are in some ways more complex for managers because they not only need to lead the process, but also lead themselves in the initiation of the process.
Going against the grain may make people feel unsafe, yet it is through this process that true psychological safety is ultimately achieved—because people feel safe to feel unsafe and to challenge the status quo.
Successful DEI comes down to balance—ensuring that belief doesn't descend into ideology. A process that is founded on the bedrock of psychological safety.
By employing leaders capable of creating an AI framework — because they are awake and aware to the unintended effects of AI on social well-being, data integrity and privacy, diversity, and governance — organisations seeking to transform into being AI-first are well positioned to engage in trustworth
As our adaptability mindset strengthens, resilience will also improve because individuals and teams are better equipped to absorb shocks today and use the energy to bounce forward into sustainable growth tomorrow.
