Welcome to the Centre for Sustainable Leadership

The Centre for Sustainable Leadership vision is of a leadership culture that operates at all levels. Everyone in an organisation has some leadership accountability; not least with delivering tasks and building interpersonal relationships.
By giving responsibility to people at the coalface, and letting them use their initiative and intelligence, the leader is able to concentrate on more appropriate work and become more strategic. The Centre for Sustainable Leadership has 4 key objectives when working with leaders:

1.    To build a Personal Vision that enables them to identify and pursue new, strategic opportunities.

2.    To prepare and motivate staff to become self managed.

3.    To release the creativity and ingenuity of staff.

4.    To preserve the wealth and potential of self, others and the environment.

Meet the New Boss, Same as the Old Boss

Submitted by royhowells on Wed, 05/05/2010 - 19:05.

Meet the New Boss, Same as the Old Boss
Rock fans amongst you will recognise the above
as the closing line from the Who song ‘Won’t Get
Fooled Again’ featured on their album ‘Who’s
Next’. Any or all of these titles could also be a
summary of employee relations today.

Meet the New Boss - Full Article PDF

SUSTAINABLE LEADERSHIP

Submitted by royhowells on Sat, 07/18/2009 - 14:33.

The twin threat of economic and environmental catastrophe means that effective leadership is now of a magnitude of importance never previously experienced. Whilst the ultimate solutions may be the prerogative of world leaders, we in the business world, be it private or public sector, have a critical role to play.

Review: Sustainable Leadership diagnostic tool

Submitted by royhowells on Sat, 07/18/2009 - 14:30.

Graham O’Connell reviews a new diagnostic tool called Sustainable Leadership, which allows you to self assess your social responsibility levels.

• Self assessing your social responsibility levels
• Examination of the Sustainable Leadership diagnostic tool
• Categories of sustainable leadership

Getting Past No

Submitted by royhowells on Sun, 01/06/2008 - 12:16.

An article by Roy Howells first published in The Training Journal June 2003

A recent report commissioned by the Chartered Institute of Personnel and Development (CIPD) and the Centre for Management and Policy Studies (CMPS) drew attention to the adverse effects that large-scale change programmes can have on public sector employees and their attitudes to work. Irrespective of sector, change can take a lot of coping with, and it would take a supreme optimist to expect staff to agree wholeheartedly whenever a new way of doing things is proposed.

Emotional Intelligence and Team Roles

Submitted by royhowells on Sun, 01/06/2008 - 11:48.

An article by Roy Howells originally published in the TMS Research Manual Third Edition 2003

This paper examines data relating to the Emotional Intelligence (EQ) scores of 180 individuals who were then categorised by the Team Management Profile (TMP). The purpose is to establish if there is a relationship between the two and if so, what the implications are. The subjects were primarily drawn from the upper middle ranks of the UK Civil Service who had applied for a training course on EQ.

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