Feeling the pressure: The neuroscience of learning to lead
A pioneering research project at Ashridge monitored changes in managers’ heart rates to analyse their response to stress and their performance under pressure. The research team share the findings and highlight the important role business simulations have to play in leadership development.
The Three Lenses: The craft of leading complexity
The Three Lenses concept provides an insight into the core skills and perspectives that leaders must master to lead well under conditions of strategic uncertainty and volatility.
Nine sources of value from co-ordinating across business divisions
A new book from Ashridge, Strategy for the Corporate Level, explores the issue of added value and advises how managers can identify the best sources of added value for their companies.
Developing future leaders: A round table debate
A panel of experts who are working at the coalface of leadership development debate the issues and share their thoughts about the challenges and opportunities facing those at the helm of today’s organisations.
Seven steps to reposition middle management
A perception exists among senior managers that middle managers are to blame for agreed strategies not being put into practice – that they represent a barrier between decision and implementation.
Working strategically with talent: Challenging myths to deliver business success
Part 3: Far-reaching changes in the world of work mean that many of the talent management approaches organisations have deployed in the past are no longer fit for purpose.
Evaluation and real time learning
The way in which leadership development programmes are evaluated can be viewed as both an opportunity and a threat to the success of programmes themselves ― evaluation can either create a platform for rich learning or can hamper it by seeking the assessment of a fixed idea.