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Research, inspiration and insights

Reasons and ways to be authentic as a leader

Do you know of a book or research paper that should be included?

 

Daring greatly

“The brilliantly insightful Brené Brown draws upon extensive research and personal experience to explore the paradoxes of courage: we become strong by embracing vulnerability, we dare more greatly when we acknowledge our fear. I can’t stop thinking about this book.”

—Gretchen Rubin, author of The Happiness Project

 
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The Art of Facilitation

Dr. Dale Hunter offers the most current research available on the topics of facilitation and group dynamics. A comprehensive resource for facilitators, trainers, HR professionals, and consultants, The Art of Facilitation describes the profession of group facilitation and the role of a facilitator, and outlines the key elements of facilitation. The book also examines the most common challenges that facilitators face, as well as the ethical issues that pertain to the facilitation process.

 
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The Five Dysfunctions of a Team

Patrick Lencioni offers a leadership fable that is enthralling and instructive. He turns his keen intellect and storytelling power to the fascinating, complex world of teams. Lencioni reveals the five dysfunctions which go to the very heart of why teams - even the best ones - often struggle. He outlines a powerful model and actionable steps that can be used to overcome these common hurdles and build a cohesive, effective team.

 
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Why should anyone be lead by you?

Rob Goffee and Gareth Jones argue that leaders don't become great by aspiring to a list of universal character traits. Rather, effective leaders are authentic: they deploy individual strengths to engage followers' hearts, minds, and souls. Authentic leaders are skillful at consistently being themselves, even as they alter their behavior to respond effectively to changing contexts.

 
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The Artists way

by Julia Cameron

"This is a book that addresses a delicate and complex subject. For those who will use it, it is a valuable tool to get in touch with their own creativity."

—Martin Scorsese

A 12-week self study course, not only for artists, but also for leaders who wants to reconnect with their authentic, creative self.

 
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Six Thinking Hats

Your success in business depends on how you think. "The main difficulty of thinking is confusion," writes Edward de Bono, long recognized as the foremost international authority on conceptual thinking and on the teaching of thinking as a skill. "We try to do too much at once. Emotions, information, logic, hope, and creativity all crowd in on us. It is like juggling with too many balls." The solution? De Bono unscrambles the thinking process with his "six thinking hats":

 
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Yes to the mess

Frank J. Barrett on how to cope when faced with complexity and constant change at work: Here’s what the world’s best leaders and teams do: they improvise. They invent novel responses and take calculated risks without a scripted plan or a safety net that guarantees specific outcomes. They negotiate with each other as they proceed, and they don’t dwell on mistakes or stifle each other’s ideas. In short, they say “yes to the mess” that is today’s hurried, harried, yet enormously innovative and fertile world of work.

 
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Theory U - leading from the future as it emerges

by Otto C. Scharmer

In most large systems today, we collectively create results that no one wants. What keeps us stuck in such patterns of the past? It’s our blind spot, that is, our lack of awareness of the inner place from which our attention and intention originate. By moving through Scharmer’s U process, we consciously access the blind spot and learn to connect to our authentic Self—the deepest source of knowledge and inspiration.

 
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Thinking, Fast and Slow,

Daniel Kahneman, the renowned psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation―each of these can be understood only by knowing how the two systems shape our judgments and decisions.

 
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