Leadership & Management - Dr Robert N. Winter (Page 7)

Governance: Managing Risk and Creating Legitimacy

Effective governance depends on capabilities shared by managers and informal leaders, recognising that risk, strategy, and culture are inseparable. This calls for rethinking traditional governance models—and the rise of the governor-manager.

By Dr Robert N. Winter

/ 9 Mar 2024

Governance: Managing Risk and Creating Legitimacy

How to Sabotage a Meeting

Ever get the sense that the meeting you are in is more about appearances than actions? Find that people keep on raising decision items that were already settled? Notice irrelevant issues dominate the agenda? Quite possibly an aspiring CIA operative is sabotaging your meeting.

By Dr Robert N. Winter

/ 3 Feb 2024

Fostering Leader-Managers

Organisations that are above average in their track record of developing leader-managers put an emphasis on creating challenging opportunities, not just for aspiring talent but for incumbent Line Managers who can too easily become stale.

By Dr Robert N. Winter

/ 13 Jan 2024

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Managing Control and Leading Motivation

By leveraging the management tool of control to harness the energy released by the leadership tool of motivation, the informal leadership networks that arise can handle the greater demands that result from the organisational change process.

By Dr Robert N. Winter

/ 6 Jan 2024

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Aligning And Organising, It's All About People

When alignment and planning are conjoined, the process releases untapped potential. This is because a leader-manager is energising people by unlocking feelings of autonomy, competence, and relatedness. An approach that ultimately leads to greater wellness.

By Dr Robert N. Winter

/ 16 Dec 2023

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Strategic Direction Versus Initiative Planning

Competent planning is a vital reality check on exuberant strategy, and sound strategy gives planning the direction to bring about change.

By Dr Robert N. Winter

/ 9 Dec 2023

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Leading Complexity and Managing Complication

When Line Managers lack the hard skills of process design and implementation, the capacity to initiate changes in procedure, or the ability to write sound policy, and instead try to *lead* their team to success by hiring or co-opting other managers in the business to solve their problems, an engine

By Dr Robert N. Winter

/ 3 Dec 2023

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The Ties of Informal Leadership

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.

By Dr Robert N. Winter

/ 26 Nov 2023

The Boundaries of Informal Leadership

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

By Dr Robert N. Winter

/ 19 Nov 2023

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Managing as a Coach

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.

By Dr Robert N. Winter

/ 30 Sep 2023

Leading Psychological Safety in Teams

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.

By Dr Robert N. Winter

/ 16 Sep 2023

Recovery Experiences and Your Mood at Work

By taking charge of our recovery experiences, we have the power to become masters of our mood at work.

By Dr Robert N. Winter

/ 3 Sep 2023

Members Only

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