- Jan 2023
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www.complexityexplorer.org www.complexityexplorer.org
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Semantic leadership Extent to which word usage by one entity is subsequently adopted by others. Specifically, Klein measures how often novel semantic usage in a given newspaper is mirrored by other newspapers. When a newspaper is a semantic leader, its semantic usage better predicts the later usage of that word in other newspapers compared to those other newspapers' own, earlier usage of the word.
How might this leadership happen within the social epidemic view of Malcolm Gladwell's Tipping Point framework?
- the law of the few,
- the stickiness factor, and
- the power of context
and with respect to mavens, connectors, and salespeople?
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tedgioia.substack.com tedgioia.substack.com
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“There is no substitute for good decisions at the top—and no remedy for stupid ones.”
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- Dec 2022
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www.bestcollegesonline.org www.bestcollegesonline.org
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Every year schools are looking for ways to improve their system and provide students with the best possible education, which is where good education leadership comes into play. Surprisingly enough, many people involved in their local educational system are uncertain as to what defines educational leadership. Education leadership is a combined process that utilizes the forces, knowledge and talents of teachers, parents and teachers with the goal of improving not just the quality of education but also the education system itself.
Educational leadership definition 
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Georgetown professor and author of The Necessary Journey, Ella Washington, captured the issue perfectly when she said, “Connecting with employees is often seen as ‘extra’ work for managers, so it goes to the bottom of the list. Companies need to make it clear — it is not extra; it is essential.”
Connection with employees should be among the top priorities of your leadership team. Creating space for genuine connection inside roles like team lead and manager are essential to your team's long term success and culture development.
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- Nov 2022
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www.catalyst.org www.catalyst.org
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What separates a great manager from a mediocre one? According to Catalyst’s global report, GettingReal About Inclusive Leadership, building an inclusive team culture is key.
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- Oct 2022
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Local file Local file
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And our president must be teacher as well as doer.
Our president must be in equal measures a teacher, a leader, and a doer.
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- Sep 2022
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techleadjournal.dev techleadjournal.dev
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It’s the oxygen mask metaphor. Before you put on the oxygen mask of other people, you have to put it on yourself. So self-care first.
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www.mckinsey.com www.mckinsey.com
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Organizations don’t change—people do Many companies move quickly from setting their performance objectives to implementing a suite of change initiatives. Be it a new growth strategy or business-unit structure, the integration of a recent acquisition or the rollout of a new operational-improvement effort, such organizations focus on altering systems and structures and on creating new policies and processes. To achieve collective change over time, actions like these are necessary but seldom sufficient. A new strategy will fall short of its potential if it fails to address the underlying mind-sets and capabilities of the people who will execute it. McKinsey research and client experience suggest that half of all efforts to transform organizational performance fail either because senior managers don’t act as role models for change or because people in the organization defend the status quo.2 2. For more on McKinsey’s organizational-health index and findings on organizational change, see Scott Keller and Colin Price, “Organizational health: The ultimate competitive advantage,” McKinsey Quarterly, June 2011. In other words, despite the stated change goals, people on the ground tend to behave as they did before. Equally, the same McKinsey research indicates that if companies can identify and address pervasive mind-sets at the outset, they are four times more likely to succeed in organizational-change efforts than are companies that overlook this stage.
Mindset drives Behavior, and Behavior drives Results.
We generally focus on behavior, not mindset. We want to get to results, and fast, so we focus on the changing the behaviors necessary to achieve our desired results. We don't see the need to change ourselves, nor do we want to.
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awakeuniversity.maincross.org awakeuniversity.maincross.org
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Yet, that's something that you'll probably be glad to know about because then, you can think about how long you want to be in that organization.
Been there. Done that. No longer there. The thing is, you have to decide how much to give, and how much to endure. Another way of saying that is, "don't hope yourself to death."
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Patrick starts his video by saying that many people ask him “what do you do about creating a healthy organization if you're not the CEO or in charge of the organization?” However, according to Stephen Covey, we should focus on our circle of influence not our circle of concern. In other words, think about “what organizational components do we have direct influence over” i.e., the department we lead or we're a member of. So, we must realize that “I might not be able to change the whole organization but I can focus on the part of it that I influence directly.”
Focus on the organization I influence most directly. Recognize my limits but do what I can, with what I have, where I am.
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- Aug 2022
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www.venturekit.com www.venturekit.com
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a petal competition slide, pioneered by Steve Blank. It’s intended for companies creating a new market.
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www.dreamit.com www.dreamit.com
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when an investor sees a Magic Quadrant, they'll think:Can your company actually only differentiate its product on two axes? Does your product beat the competition on just two key benefits or strategies?If that's the case, and your product isn't much different from your competitors, why will people buy it or use it?
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- Jul 2022
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“There are times in this role where decisions need to be made that may not be popular but are important to make. Being a leader is not a popularity contest,” Mr. Kilar said.
Another contradiction between business and U.S. government decisions. In business, you are rewarded for making the right decisions. In government, you are reelected for winning a popularity contest.
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steveblank.com steveblank.com
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Large companies often have divisions and functions with innovation, incubation and technology scouting all operating independently with no common language or tools Innovation heroics as the sole source of deployment of new capabilities are a sign of a dysfunctional organization Innovation isn’t a single activity (incubators, accelerators, hackathons); it is a strategically organized end-to-end process from idea to deployment Somewhere three, four or five levels down the organization are the real centers of innovation – accelerating mission/delivering innovative products/services at high speed The CTO’s job is to: create a common process, language and tools for innovation make them permanent with a written innovation doctrine and policy And don’t ever tell anyone you’re a “short timer”
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- Jun 2022
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www.insidehighered.com www.insidehighered.com
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park a crucial question that any leader who has to make a difficult, often unpopular, decision must ask themself: What must I do in this situation, given my position?
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Meaningful change, in contrast, supports a culture of integrity that is driven by formative institutional principles and that provides a structure for future growth and change.
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When we speak, we are afraid our words will not be heard or welcomed. But when we are silent, we are still afraid. So it is better to speak …”
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- Mar 2022
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Each of us faces a threat as we pursue our craft. Like sirens on the rocks, ego sings a soothing, validating song— which can lead to a wreck. The second we let the ego tell us we have graduated, learning grinds to a halt. That’s why Frank Shamrock said, “Always stay a student.” As in, it never ends.
One of the prices of the pursuit of greatness. You're never "there".
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- Feb 2022
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twitter.com twitter.com
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Adam Bienkov. (2021, December 15). “Wear face masks indoors,” says Boris Johnson, who has repeatedly refused to wear face masks indoors. Https://t.co/8v8AYTqR7x [Tweet]. @AdamBienkov. https://twitter.com/AdamBienkov/status/1471168011096961024
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www.businessinsider.com www.businessinsider.com
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Hiatt wrote in her book: "My next career steps have always been inspired by asking myself the key question of 'What do I want to learn in the next phase of my career?'" Without having a sense of the next leap, it's easy to limit yourself to comfortable roles that avoid stress, instead of chasing opportunities for growth, she says.Hiatt says her managers were often the key indicators of her personal growth trajectory and opportunities. In exchange, she says, it was up to her to be proactive with those opportunities and deliver results. She says she always prioritized the type of people she wanted to work for over everything else, because it would shape the kind of person and leader she wanted to be.
What is the gap between me and this person, and do I want to close the gap?
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twitter.com twitter.com
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Eric Feigl-Ding. (2022, January 17). Pandemic leadership matters. #COVID19 mortality per capita by state. 📍Public health is policy, policy is politics. 📍Human behavior is often driven by misinformation. 📍Misinformation is often driven by politics. 📍Politics can be changed by voting—Unless voters can’t. Https://t.co/pFkndQZrfr [Tweet]. @DrEricDing. https://twitter.com/DrEricDing/status/1483181226815012867
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Major COVID course correction immediately required. (n.d.). Retrieved February 7, 2022, from https://ozsage.org/media_releases/major-covid-course-correction-immediately-required/
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- testing
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- Jan 2022
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s3.us-west-2.amazonaws.com s3.us-west-2.amazonaws.com
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regimes that formally designate the vice president asthe successor are more likely to undergo peaceful transitions
leadership succession, authoritarian regime, constitutional rules, Africa
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drury-sussex-the-crowd.blogspot.com drury-sussex-the-crowd.blogspot.com
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Drury, P. J. (2021, December 31). the crowd: Three forms of Covid leadership. The Crowd. https://drury-sussex-the-crowd.blogspot.com/2021/12/three-forms-of-covid-leadership.html
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- punishment
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twitter.com twitter.com
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Prof. Christina Pagel. (2022, January 10). I agree with pretty much all of this @FT article https://ft.com/content/e200156f-2e5a-4165-8aa2-28c24fe3c036 https://t.co/zhqPpqdyn7 [Tweet]. @chrischirp. https://twitter.com/chrischirp/status/1480568139947692041
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- staff shortage
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- contact tracing
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- USA
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- COVID-19
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- England
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- UK
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blog.thepete.net blog.thepete.net
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When a product manager trusts that the engineers on the team have the interest of the product at heart, they also trust the engineer’s judgment when adding technical tasks to the backlog and prioritizing them. This enables the balanced mix of feature and technical work that we’re aiming for.
Why is it so common for engineering teams to be mistrusted by other parts of the business?
Part of that is definitely on engineers: chasing the new shiny, over-engineering, etc.
That seems unlikely to account for all of it, though.
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- Dec 2021
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In 2022, successful business leaders will need to address the continued disruption from the last couple of years and will do so through four human-centric strategies. All of them elevate the importance of individuals. All of them improve the employee-employer relationship. All of them test the degree to which leaders embrace innovative management styles. All of them will impact the company's ability to retain and recruit top talent. And all of them have an impact on a business's bottom line
It seems like them uncertainty in the world today makes need of higher quality relationships between the employers and their boss as they cannot find it in the systems to the same degree. It will be a time when the character of the leader is tested and the leader will then be in need of a greater input from God or an external source which is stable.
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- Oct 2021
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Jeg synes Solskjær forberedte laget godt etter motstanderen. Vi må alle kjøpe det han sier og gjøre det han forteller at vi skal gjøre. Det hjalp oss til å ta tre poeng i dag, sier målscorer Marcus Rashford.arrow-leftforrige
Snakk om å innrette seg etter sin leder!
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www.crossway.org www.crossway.org
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Humility means that each leader’s relationship to other leaders is characterized by an acknowledgment that he deserves none of the recognition, power, or influence that his position affords him.
Outside of a position, we're all equal. A role follows a position, with a set of actions that is required in order to do the role in a good way.
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sites.google.com sites.google.com
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I think we might need a bit more room for the bios of individuals. Seems like there will be room for more words in each line? Copy wise the length should be medium. Right now we like Constantine's bio. Is this doable in terms of layout. See below: Constantine is among the most respected legal voices in privacy, a frequent speaker at industry events, a trainer of literally hundreds of privacy professionals, and trusted counsel to organizations around the world. In two decades of experience, he has served any number of privacy roles, from Chief Privacy Officer at Mercer to VP at original privacy tech and research firm Nymity to in-demand consultant and privacy lead at PwC. At Divebell, he leads efforts to make sure our tool’s capabilities match the needs of privacy and compliance professionals and the imperatives of new global regulations.
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www.frontiersin.org www.frontiersin.org
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Clift, A. K., von Ende, A., Tan, P. S., Sallis, H. M., Lindson, N., Coupland, C. A. C., Munafò, M. R., Aveyard, P., Hippisley-Cox, J., & Hopewell, J. C. (2021). Smoking and COVID-19 outcomes: An observational and Mendelian randomisation study using the UK Biobank cohort. Thorax, thoraxjnl-2021-217080. https://doi.org/10.1136/thoraxjnl-2021-217080
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- Sep 2021
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www.ted.com www.ted.com
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I shared this video with my father when he showed me that he was reading Dare to Lead.
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medium.com medium.com
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My father was sharing a book by Brené Brown, Dare to Lead. I shared this website I had created while I was an instructor at the University of the Fraser Valley.
I pointed him to the TED talk by Brené Brown on The Power of Vulnerability.
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projetomedicina.com.br projetomedicina.com.br
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2001) Maior área protegida do país, com 2,2 milhões de ha, fartos recursos genéticos e sítios de inscrições em pedra e cerâmicas antigas. De clima úmido, tem médias térmicas em torno de 26ºC e período mais chuvoso de dezembro a abril. Florestas tropicais e campinaranas recobrem planícies, colinas, áreas inundáveis e interflúvios tabulares. Há grande diversidade de espécies de peixes, anfíbios, répteis e mamíferos; entre as ameaçadas está a onça pintada. A pesca comercial, extração de madeira e visitação inadequada vêm ameaçando a proteção dessa área.
fantastic
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hypothes.is hypothes.is
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www.nytimes.com www.nytimes.com
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sakai.duke.edu sakai.duke.edu
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Why look ye, Rogues! D'ye think that this will do ? Your Neighbours thresh as much again as you
Eternal struggle of competition here. The workers (and the poet) admonish that one compares themselves against their neighbors (competitors) than simply themselves.
The fix for this is for the leadership/bosses to participate themselves to see if the yield isn't as good as it might otherwise be. So much could be fixed if the "boss" is involved in the actual work or physically on site at least some of the time to experience what is going on. Participation counts.
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- Aug 2021
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levelup.patkua.com levelup.patkua.com
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check the book
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Everett, J. A. C., Colombatto, C., Awad, E., Boggio, P., Bos, B., Brady, W. J., Chawla, M., Chituc, V., Chung, D., Drupp, M., Goel, S., Grosskopf, B., Hjorth, F., Ji, A., Kealoha, C., Kim, J. S., Lin, Y., Ma, Y., Maréchal, M. A., … Crockett, M. (2021). Moral dilemmas and trust in leaders during a global health crisis [Preprint]. PsyArXiv. https://doi.org/10.31234/osf.io/mzswb
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Local file Local file
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Imitation did not mean exact reproduction; rather, words could be added or substracted, and a passage reworked in order to express the same or a contrary view (52)
Tangential to my particular study, but consider the idea of Donald Trump as being an imitator within this framing. He would frequently float ideas at rallies (cf. George Lakoff) to see what would get a rise from the crowed and riff off of that. In some sense he's not leading, yet imitating the mobs.
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- Jun 2021
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www.linkedin.com www.linkedin.com
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Our animating definition of leadership in #Unleashed is that #leadership is about making others better as a result of our presence, and having that impact last into our absence. Tuesday afternoon we will explore the role of #strategy in empowering people in our absence (hint: our strategy is only as effective as its ability to be understood in our absence).
Francis Frei
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To lead effectively — really, to live effectively — you must be confident in yourself, connected to others, committed to purpose, and emotionally courageous.
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- May 2021
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www.gardnercampbell.net www.gardnercampbell.net
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Perhaps for everyone, a moment or occasion of leadership will emerge, reveal itself, and call to us with the painful, necessary task of speaking up, patiently asking for alternatives, insistently rocking the boat
Leaders - and teachers - must recognise those moments when we're called to do something courageous.
And we must find or create opportunities for our students to do the same.
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leading is risky business
As is teaching.
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www.togetherplatform.com www.togetherplatform.com
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Purpose for the Mentor:Develop leadership skillsBeing put in the position of a role model can help mentors become better leaders and instill confidence in their leadership ability. The responsibility of helping guide someone’s career and goals requires the senior employee to teach, to motivate and to offer honest feedback in difficult conversations. All these skills are at the top of the required list for a leader.
This is something that I've been thinking about in terms of career growth, and how one of the things we expect of engineers as they become more senior - is that they can take on leadership roles, level up other people, etc - but we often don't provide them with the tools or opportunity to work on these skills, or go into what skills are required to go into this tk.
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- Apr 2021
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threadreaderapp.com threadreaderapp.com
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scrumguides.org scrumguides.org
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The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization. The Scrum Master is accountable for the Scrum Team’s effectiveness. They do this by enabling the Scrum Team to improve its practices, within the Scrum framework. Scrum Masters are true leaders who serve the Scrum Team and the larger organization.
This is the section in the Scrum Guide that defines the Scrum Master as Leader first. Servant later (below.) The explicit mentioning of accountable and true leaders emphasises the new focus on leadership in a Scrum Master.
Does this support the ongoing discussion between Scrum Masters and Line Managers?
Who’s responsible for coding standards? Who is holding the team accountable when they do not adhere to the DOD? What about quality standards? The role of the QA lead? Yes to all who answer: The Team. They are collectively accountable. What if team dysfunction that a SM can’t solve on his own disrupt performance and quality? He has got no disciplinary status/power, and should not, in order to not restrict his coaching attitude?
There is an article on scrum.org that states that servant leadership is still useful.
Further consider the self-managing / self-governing ideas https://www.scrum.org/resources/blog/scrum-team-self-managing This article enables each organisation to create shared understanding on how much power lies within the team.
Since the Scrum master is accountable for the effectiveness of Scrum, he must facilitate shared understanding and agreement within the team and within the teams organisation.
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www.scrum.org www.scrum.org
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more emphasis on leadership
Where and how does it place more emphasis on leadership? (need to explore!)
Leading what? Quality goals? Coding standards? Dysfunctional behaviour? → Role of the manager working with a scrum team, within a scrum team, managing people that are part of a scrum team.
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When we hand things off, there are usually a set of concerns that we communicate explicitly. But as humans, the things that stoke our anxieties and erode our confidence in others are often the tacit concerns that we’ve failed to communicate but somehow expect people to ‘just know’
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- Mar 2021
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Ravelo, J. L. (2021). ‘Jeremy Farrar: COVID-19 Pandemic “Is Nowhere near Its End”’. Devex. https://www.devex.com/news/sponsored/jeremy-farrar-covid-19-pandemic-is-nowhere-near-its-end-99484.
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sloanreview.mit.edu sloanreview.mit.edu
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McLaughlin, A. L. and P. (n.d.). New Leadership Challenges for the Virtual World of Work. MIT Sloan Management Review. Retrieved June 5, 2020, from https://sloanreview.mit.edu/article/new-leadership-challenges-for-the-virtual-world-of-work/
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twitter.com twitter.com
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OC. (2021, January 22). Leadership. One of the most important and non-trivial steps taken by @JoeBiden is the decision to prioritize the protection of those at the highest risk. In Israel, our analysis shows that municipalities at low SES have the lowest rates of vaccination of at-risk populations.1/4 https://t.co/1aiqymQlMQ [Tweet]. @MDCaspi. https://twitter.com/MDCaspi/status/1352590064900038662
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- transparency
- reduction
- lower socio-economic status
- vaccine
- rates
- high risk
- metric
- data scientists
- is:tweet
- virus cases
- vaccination
- Israel
- policy makers
- data
- elders
- infections
- lang:en
- COVID-19
- municipalities
- vulnerable
- pandemic
- accurate
- policy experts
- healthcare
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BBC Worklife. (2020, October 23). Coronavirus: How the world of work may change forever. https://www.bbc.com/worklife/article/20201023-coronavirus-how-will-the-pandemic-change-the-way-we-work
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Ramamurti, R. (2020, October 27). Global Crowdsourcing Can Help the U.S. Beat the Pandemic. Harvard Business Review. https://hbr.org/2020/10/global-crowdsourcing-can-help-the-u-s-beat-the-pandemic
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www.edelman.com www.edelman.com
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2021 Edelman Trust Barometer. (n.d.). Edelman. Retrieved February 17, 2021, from https://www.edelman.com/trust/2021-trust-barometer
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psyarxiv.com psyarxiv.com
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Neville, F. G., Templeton, A., Smith, J., & Louis, W. R. (2021). Social norms, social identities and the COVID-19 pandemic: Theory and recommendations. PsyArXiv. https://doi.org/10.31234/osf.io/m9afs
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www.imperial.ac.uk www.imperial.ac.uk
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Imperial College London. ‘Report 34 - COVID-19 Infection Fatality Ratio Estimates from Seroprevalence’. Accessed 12 March 2021. http://www.imperial.ac.uk/medicine/departments/school-public-health/infectious-disease-epidemiology/mrc-global-infectious-disease-analysis/covid-19/report-34-ifr/.
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github.com github.com
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markdown-it is the result of the decision of the authors who contributed to 99% of the Remarkable code to move to a project with the same authorship but new leadership (Vitaly and Alex). It's not a fork.
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- Feb 2021
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psyarxiv.com psyarxiv.com
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Haslam, S. A., Steffens, N. K., Reicher, S., & Bentley, S. (2020). Identity leadership in a crisis: A 5R framework for learning from responses to COVID-19. PsyArXiv. https://doi.org/10.31234/osf.io/bhj49
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Establish structured daily check-ins: Many successful remote managers establish a daily call with their remote employees.
make sure there is space during standup for chit-chat.
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Time. ‘The Great Reset: How to Build a Better World Post-COVID-19’. Accessed 19 February 2021. https://time.com/collection/great-reset/.
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www.yourthoughtpartner.com www.yourthoughtpartner.com
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Building trust with your teams.
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docdrop.org docdrop.org
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We assume that the people who are in the bestposition to accurately assess the degree of bullshit in their organizations arethe people who work there; therefore, we set out to develop a reliable andvalid scale to measure employees’ perceptions of the extent to which bullshitexists in their organizations. Next, we turn to how we developed theOrganizational Bullshit Perception Scale (OBPS).
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Applying the logic of Petrocelli (2018), leaders will be driven to bull-shit when the social and professional expectations to have an opinion are high,and when they expect to get away with it. These two conditions are subject tohow (un)knowledgeable their audience is. Similarly, if leaders exhibit high levelsof overconfidence, and believe they are popular amongst their peers, this willmake them likely to engage in more bullshit-related behavior (Jerrim et al.,2019).
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getpocket.com getpocket.com
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“WHEN PEOPLE talk, listen completely.” Those words of Ernest Hemingway might be a pretty good guiding principle for many managers, as might the dictum enunciated by Zeno of Citium, a Greek philosopher: “We have two ears and one mouth, so we should listen more than we say.” For people like being listened to.
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tim.blog tim.blog
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take the case of an eighteen-month-old infant learning to talk. Imagine the father leaning over the crib in which his baby son is engaging in what the behaviorist B. F. Skinner calls the free operant; that is, he’s simply babbling various nonsense sounds. Out of this babble comes the syllable da. What happens? Father smiles broadly, jumps up and down with joy, and shouts, “Did you hear that? My son said ‘daddy.’” Of course, he didn’t say “daddy.” Still, nothing is much more rewarding to an eighteen-month-old infant than to see an adult smiling broadly and jumping up and down. So, the behaviorists confirm our common sense by telling us that the probability of the infant uttering the syllable da has now increased slightly. The father continues to be delighted by da, but after a while his enthusiasm begins to wane. Finally, the infant happens to say, not da, but dada. Once again, father goes slightly crazy with joy, thus increasing the probability that his son will repeat the sound dada. Through such reinforcements and approximations, the toddler finally learns to say daddy quite well. To do so, remember, he not only has been allowed but has been encouraged to babble, to make “mistakes,” to engage in approximations—in short, to be a fool. But what if this type of permission had not been granted? Let’s rerun the same scene. There’s father leaning over the crib of his eighteen-month-old son. Out of the infant’s babble comes the syllable da. This time, father looks down sternly and says, “No, son, that is wrong! The correct pronunciation is dad-dy. Now repeat after me: Dad-dy. Dad-dy. Dad-dy.” What would happen under these circumstances? If all of the adults around an infant responded in such a manner, it’s quite possible he would never learn to talk. In any case, he would be afflicted with serious speech and psychological difficulties.
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www.bmj.com www.bmj.com
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Baum, F., Freeman, T., Musolino, C., Abramovitz, M., Ceukelaire, W. D., Flavel, J., Friel, S., Giugliani, C., Howden-Chapman, P., Huong, N. T., London, L., McKee, M., Popay, J., Serag, H., & Villar, E. (2021). Explaining covid-19 performance: What factors might predict national responses? BMJ, 372, n91. https://doi.org/10.1136/bmj.n91
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wiobyrne.com wiobyrne.com
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The reason for this is that I am an ideas person and can come up with worthwhile projects and initiatives to advance the field and systems. I can work with people to get those initiatives kickstarted and get things rolling. Where I struggle is when the newness wears off, and people’s jobs get in the way.
I resemble this remark!
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- Jan 2021
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nintil.com nintil.com
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Apple had a very clever idea in defining Directly Responsible Individuals (DRIs) for everything. Having a name accountable instead of a vague "the team" or "the process" makes it easy to make changes
this is similar to my primary/secondary system at SingleStore
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They oversaw the development of playbooks and operating models and revamped corporate processes around such principles as agile funding and mission-oriented initiatives. At that point, everyone on a mission shared the same targets and worked collaboratively in two-week sprints. The organization began to deliver results much faster.
Results of business agility implementation
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Second, the leaders must drive agile behaviors broadly into the organization. This requires authentic belief in the behavioral changes required, as well as playbooks, processes, and support to enable the organization to work in a cross-functional, mission-oriented way.
Business Agility driving change of behavior within companies, reaching out the overall goal
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- Dec 2020
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marcorogers.com marcorogers.com
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engagement
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marcorogers.com marcorogers.com
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leading
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- Nov 2020
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blog.rlmflores.me blog.rlmflores.me
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leadership,technicalmanagement
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www.patkua.com www.patkua.com
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leadership
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- Sep 2020
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psyarxiv.com psyarxiv.com
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Van Bavel, J. J., & Myer, A. (2020). National identity predicts public health support during a global pandemic [Preprint]. PsyArXiv. https://doi.org/10.31234/osf.io/ydt95
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- Aug 2020
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twitter.com twitter.com
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James O’Brien on Twitter. (n.d.). Twitter. Retrieved August 30, 2020, from https://twitter.com/mrjamesob/status/1299248453416083456
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Rodela, T. T., Tasnim, S., Mazumder, H., Faizah, F., Sultana, A., & Hossain, M. M. (2020). Economic Impacts of Coronavirus Disease (COVID-19) in Developing Countries [Preprint]. SocArXiv. https://doi.org/10.31235/osf.io/wygpk
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- Jul 2020
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Amat, F., Arenas, A., Falcó-Gimeno, A., & Muñoz, J. (2020). Pandemics meet democracy. Experimental evidence from the COVID-19 crisis in Spain. https://doi.org/10.31235/osf.io/dkusw
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www.thelancet.com www.thelancet.com
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Ivers, Louise C., and Daniel J. Weitzner. ‘Can Digital Contact Tracing Make up for Lost Time?’ The Lancet Public Health 0, no. 0 (16 July 2020). https://doi.org/10.1016/S2468-2667(20)30160-2.
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Song, S. (2020). China Experience in Controlling COVID-19. https://doi.org/10.31235/osf.io/gfnep
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osf.io osf.io
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Aksoy, C. G., Eichengreen, B., & Saka, O. (2020). The Political Scar of Epidemics [Preprint]. SocArXiv. https://doi.org/10.31235/osf.io/p25nh
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- Jun 2020
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Mandalaywala, T. M., & Rhodes, M. (2020). Gender stereotypes about leadership in early childhood. https://doi.org/10.31234/osf.io/ytsbn
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www.revuegestion.ca www.revuegestion.ca
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leadership au sein de l'équipe de dirigeants
argument
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www.newscientist.com www.newscientist.com
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Liverpool, C. Q.-H. and L. (n.d.). Covid-19 news: WHO says poor global leadership making pandemic worse. New Scientist. Retrieved 23 June 2020, from https://www.newscientist.com/article/2237475-covid-19-news-who-says-poor-global-leadership-making-pandemic-worse/
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Buranyi, S. (2020). Scathing COVID-19 book from Lancet editor—Rushed but useful. Nature, 582(7813), 478–479. https://doi.org/10.1038/d41586-020-01839-y
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Mills, J. P. (2020). Authentic Arseholes and the Problem with Transformational Leaders [Preprint]. PsyArXiv. https://doi.org/10.31234/osf.io/5zfcs
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- May 2020
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psyarxiv.com psyarxiv.com
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Van Bavel, J. J., Baicker, K., Boggio, P., Capraro, V., Cichocka, A., Crockett, M., … Willer, R. (2020, March 24). Using social and behavioural science to support COVID-19 pandemic response. https://doi.org/10.31234/osf.io/y38m9
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agilevelocity.com agilevelocity.com
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managing yourself and others.
Authors promote two ideologies.
- Managing Self: The Five Eds (well, first Three) from Agile Leadership by B. Joiner
- Managing Others: at its base is Dave Pink's Drive model: Autonomy, Mastery and Purpose. Authors then go to explain some ways of achieving each of previous.
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paper.li paper.li
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Jameson, J. #eLeadership. Paper.li. https://paper.li/jjameson/1299791439#/
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psyarxiv.com psyarxiv.com
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Tomohiro, I. (2020, May 8). Consensus among group members’ shared leadership ratings polarizes group performance. https://doi.org/10.31234/osf.io/psjeu
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paper.li paper.li
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Jameson, J. (2020 May 8). #Leadership-Research. Paper.li. https://paper.li/jjameson/leadership-research
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psyarxiv.com psyarxiv.com
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Goldberg, M., Gustafson, A., Maibach, E., Ballew, M. T., Bergquist, P., Kotcher, J., … Leiserowitz, A. (2020, April 20). Mask-wearing increases after a government recommendation: A natural experiment in the U.S. during the COVID-19 pandemic. https://doi.org/10.31234/osf.io/uc8nz
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- Apr 2020
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sciencebusiness.net sciencebusiness.net
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Viewpoint: COVID-19, open science, and a ‘red alert’ health indicator. (n.d.). Science|Business. Retrieved April 17, 2020, from https://sciencebusiness.net/viewpoint/viewpoint-covid-19-open-science-and-red-alert-health-indicator
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- Mar 2020
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trainingindustry.com trainingindustry.com
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This article not only focuses on learning but development of leaders. The author explores the importance of leadership development in order to meet the needs of the organization and those of the stakeholders who support or might need something from the organization.
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- Feb 2020
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about.gitlab.com about.gitlab.com
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- Jul 2019
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newrepublic.com newrepublic.com
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Ultimately, Pelosi is right to insist that a case must be made for beginning impeachment proceedings. But it’s her job to make that case, and failure to do so is a failure of omission. And failure to do so in a timely manner that would curtail some of the worst damage potentially produced by the administration is neglect.
Similarly, if we look at the history of the rise of Nazi Germany can we see how lack of direct resistance allowed Germany to end up in their ultimate situation with Hitler?
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- May 2019
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www.esv.org www.esv.org
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whoever would be great among you must be your servant,3 27 and whoever would be first among you must be your slave,
26/27: Very clearly defined: leadership is servanthood.
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- Nov 2018
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www.the-hospitalist.org www.the-hospitalist.org
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So what now? For all the talk of SHM’s success, HM’s positive impacts, and the specialty’s rocket growth trajectory, the work isn’t done, industry leaders say. Hospitalists are not just working toward a more valuable delivery of care, they’re also increasingly viewed as leaders of projects all around the hospital because, well, they are always there, according to Dr. Gandhi. “Hospitalists really are a leader in the hospital around quality and safety issues because they are there on the wards all the time,” she says. “They really have an interest in being the physician champions around various initiatives, so [in my hospital tenures] I partnered with many of my hospitalist colleagues on ways to improve care, such as test-result management, medication reconciliation, and similar efforts. We often would establish multidisciplinary committees to work on things, and almost always there was a hospitalist who was chairing or co-chairing or participating very actively in that group.”
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www.researchgate.net www.researchgate.net
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Teachers often attend professional development that does not pertain to them and what they do. This article looks into various adult learning theories that can be implemented to make professional development more meaningful for the teachers. These learning theories are action learning, experiential learning, project based learning, and self-directed learning. The article recommends blending the different adult learning theories to create a professional development teachers will find relevant to them. The article also states leadership helps direct the relevance of the professional development. Different leadership styles are highlighted and how it helps improve professional development. Rating: 5/5
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- Aug 2018
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cstroop.com cstroop.com
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bars women from teaching men or holding any leadership position over them.
and potentially one of the major reasons people were against Hilary Clinton.
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- Jul 2018
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storyengine.io storyengine.io
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I’ve definitely learned, through being a part of Girls Who Code and through having multiple jobs in tech companies, how to present myself and how to interview well and how to best represent myself.
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Related was the challenge of trying to assert ourselves as two very capable females in tech who wanted to organize a hackathon. When we reached out to potential sponsors our capacity was overshadowed by the fact that we were high school students — they assumed we didn’t know what we were doing.
Caitlin and Emily were exemplary in their confidence and tenacity. I was beyond impressed when they first reached out to Hive for support for their event. They were professional and easy to work with, and it made us want to support them even more.
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The reason I created def hacks() with my friend, Emily Redler, was because we wanted to create a hackathon environment that was specifically receptive to high-school students, because typically this group is overlooked when it comes to hackathons — college students are more welcome because they have more experience and they’re a little bit older. We wanted to target high school students because — at the time — we were high school students. Also this group is important because they are younger, which gives them more flexibility to learn.
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- Mar 2018
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teresa-nextsteps.blogspot.com teresa-nextsteps.blogspot.com
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The Clavier experience had ignited a spark which fed
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