Wills, S. (2011) A leadership point of view: key principles, Strategic Direction, Vol. 27, Issue 10, pp. 3 - 4
Over the last eighteen months of economic turmoil, leaders, their ethics, morals and judgement have been scrutinised and questioned. Indeed
the whole topic of leadership and its role in business, politics and wider society has been the subject of great debate. 360° brought together three of Ashridge’s leadership experts, Dave Bond, Narendra Laljani and Stefan Wills, to get their views on how the broad subject of leadership is evolving – and importantly – what are the leadership development challenges for business schools and other learning providers.
Bond, D., Laljani, N. & Wills, S. (2009) Perspectives: Leadership challenges, 360° The Ashridge Journal, pp. 33 - 36, Winter
Stefan shares his thoughts on why leaders who connect through happiness are creating more sustainable relationships with their followers.
Wills, S. (2007) Perspectives: happiness - a primary source of effective leadership, 360° The Ashridge Journal, Spring, pp. 36 - 38
Leading a change initiative inside an organisation is both an intellectual and an emotional experience for all of those involved. It's intellectual in as much as it demands extensive knowledge of the issues and a vision which represents genuine not pseudo change. It's an emotional experience in as much as it inevitably evokes feelings.
Wills, S. (2004) Getting to the Heart of Change, Communique, Winter, p.2
Communication lies at the heart of leadership, but communicating the right message at the right time in the right way is a minefield. Steve Watson and Stefan Wills chart a way forward.
Watson, S. & Wills, S. (2004) Communicating Leadership Credibility, Innovations, pp 34-38.
Bob Stilliard and Stefan Wills uncover the reality of designing and running executive education programmes.
Stilliard, B. & Wills, S. (2002) Crafting Genuine Learning, Directions - The Ashridge Journal, pp 38-44.
Wills, S. (2000) Developing Global Leaders, in Kirkbride, P. & Ward, K. (eds) Globalization the Internal Dynamic,
Wills, S. (1996) European Key Leadership: Key Issues, European Management Journal, Vol 14, No 1
Wills, S. (1994) 2001: A Research Odyssey:Teaching Different Types of Learning, Journal of Management Development, Vol 13, No.1, pp 60-72
Wills, S. Heath, L. & Barham, K. (1994) Management Development to the Millennium, Ashridge Management Research Group, commissioned by the Institute of Management
Dent, F. Macgregor, B. & Wills, S. (1994) Signposts for Success: A Guide to Self-Managed Development, Pitman Publishing
Wills, S. (1994) Being an International Manager, European Management Journal, Vol 12, No 1
Wills, S. & Barham, K. (1993) Management Across Frontiers, Foundation for Management Education, AMRG
Wills, S. (1993) Evaluation Concerns: A Systemic Response, Journal of European Industrial Training, Vol 17, No 10
Wills, S. & Beddowes-Dean, P. (1993) Ashridge: Shaping an Integrative Approach to Management Development, Executive Development, Vol. 6, No. 4
Wills, S. (1993) MCI & the Competency Movement: The Case So Far, Journal of European Industrial Training, Vol 17, No 1
Wills, S. (1992) Management Across Frontiers, Third Conference on Internatiaonal Personnel & Human Resources Manaagement at Ashridge Management College, July 2nd - 4th. Also presented at ConferenzaEuropea su Le Competenze di Successo, Verona 25 - 26th June
Wills, S. (1991) Inter-Disciplinary Reflections on Learning, EFMD Researach Conference: Rethinking Management: Implications for Organisations in the 90s, Isida Palermo, October 9th - 11th