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Reference Materials & Additional Resources

 

Additional resources

Uncovering the Blind Spot of Leadership

by Otto Scharmer
We live in a time of massive institutional failure, collectively creating results that nobody wants. Climate change. AIDS. Hunger. Poverty. Violence. Terrorism. The foundations of our social, economic, ecological, and spiritual well-being are in peril. Why do our attempts to deal with the challenges of our time so often fail? The cause of our collective failure is that we are blind to the deeper dimension of leadership and transformational change. This “blind spot” exists not only in our collective leadership but also in our everyday social interactions. We are blind to the source dimension from which effective leadership and social action come into being. We know a great deal about what leaders do and how they do it. But we know very little about the inner place, the source from which they operate. MIT professor Otto Scharmer uncovers the blind spot of leadership. Download the full article here.

What Makes a Leader?

by Daniel Goleman
In his emotional intelligence studies, Daniel Goleman found that while the qualities traditionally associated with leadership — such as intelligence, toughness, determination, and vision — are required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skill. Download the full article here.

Links to online articles and resource sites

Building emotional intelligence
From Daniel Goleman: How can people improve their emotional intelligence competencies?

Byron Katie: The work
The Work is a simple yet powerful process of inquiry that teaches you to identify and question thoughts that cause suffering in your world. It's a way to understand what's hurting you and to address your problems with clarity.

8 ways to return to the present moment
by Henrik Edberg

Emotional competency: Explore the logic of passion
From Leland Beaumont: Developing the essential social skills to recognize, interpret, and respond constructively to emotions in yourself and others.

On being certain: Believing you are right even when you’re not
From Sharp Brains: In his book On Being Certain, neurologist Robert Burton challenges the notions of how we think about what we know. He shows that the feeling of certainty we have when we "know" something comes from sources beyond our control and knowledge. In fact, certainty is a mental sensation, rather than evidence of fact. Because this "feeling of knowing" seems like confirmation of knowledge, we tend to think of it as a product of reason. But an increasing body of evidence suggests that feelings such as certainty stem from primitive areas of the brain, and are independent of active, conscious reflection and reasoning. The feeling of knowing happens to us; we cannot make it happen.

Reuven Bar-On
For laypeople, students, academics, researchers and practitioners in a wide variety of fields who are interested in various aspects of emotional intelligence.

Social intelligence and the biology of leadership
From Harvard Business Review: New studies of the brain show that leaders can improve group performance by understanding the biology of empathy.

What’s your CQ and why should you care?
From ChangeThis: CQ, or cultural intelligence, is a fresh, new approach to leading in our multicultural, globalized world. Cultural intelligence is defined as the capability to function effectively across national, ethnic, and organizational cultures. Research demonstrates a leader’s CQ may easily be the single greatest difference between thriving in the 21st century world and becoming obsolete.

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