From late April to early June 2020, CLA interviewed and surveyed 30 leaders across Australia, ranging from CEOs, C-Suite leaders, executives, functional managers and business owners. As scientist-practitioners the goal of this research was to ‘take the pulse’ of leaders as they were experiencing this learning.
When partnering with organisations, we use this principle as a set of criteria for how they may approach the task of defining and measuring workplace behaviours.
Through the assessment we had conducted, he was also demonstrating many of the leadership competencies that would suggest the capability to progress to broader leadership roles in future.
Classically, many of us will wait until we stay up to watch the clock tick over at midnight on 31st December, before we take the opportunity to pledge our commitment to new and vastly improved ways of being for the year ahead. However, research has often shown that the tradition of new year’s resolutions is mostly destined to end in broken dreams. Without genuine motivation, new knowledge or skills and personal accountability, sustained behaviour change is a pretty tough gig.
Since the turn of the century, the fields of organisational psychology and management research have seen a significant popularisation surrounding the concept of positive leadership, and more generally of strengths-based development (Buckingham & Clifton, 2001).