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The article "Editor's Letter: Roddy Millar" from the journal "Developing Leaders" discusses the impact of artificial intelligence (AI) on society and the need for humans to embrace and control it. The author highlights the accessibility and user-friendliness of AI technologies like ChatGPT, which are increasingly being used in various applications. The article emphasizes the importance of understanding and managing the relationship between AI and humans to ensure that AI augments rather than replaces human capabilities. Various experts contribute to the discussion on how AI can interact with humans and the implications for leadership in this new paradigm. [Extracted from the article]

Understanding context can only come from exploring the boundaries, and this combined with an open mindset, often catalyzed by crises, as Francesca retells in the "oops, I dropped the lemon tart" story. We ran the first of these online RoundTables in early November 2022 to delve into the cover topic of issue 39: The Curious Organization. As publishers of Developing Leaders Quarterly (DLQ), Roland Deiser and I are driven by the opportunity to catalyze new ideas and thinking around leadership and organizational behaviour. [Extracted from the article]

Dame Jackie uses an interesting metaphor for how she sees the organization from her CEO's perspective: that of an "airplane". Dame Jackie notes "I am doing formal business hierarchically, some of the bureaucratic, but important governance stuff, with a very small minority of my staff", this is necessary and works, but then leaves a disconnect with the rest of the organization. Today Dame Jackie is the Chief Executive of Newcastle-up- on-Tyne Hospitals NHS Foundation Trust, one of the largest semi-autonomous organizations in Britain's National Health Service. Dame Jackie Daniel is a purpose-led leader. [Extracted from the article]

This article, titled "Editor's Letter: Roddy Millar," discusses the importance of sustainability and the need for leaders to create conditions that enable collaborative human endeavor to achieve remarkable outcomes. The article explores the existential dangers of climate change and the destructive impact of human activities on the environment. It also addresses the role of leaders in shaping organizational objectives, considering the impact of double materiality, and overcoming cultural barriers to sustainable progress. The article includes insights on organizational energy, team resilience, and ancient principles that contribute to good organizational design and culture. Additionally, it mentions the inclusion of book reviews and insights from the Ideas for Leaders library. [Extracted from the article]

The modern world is increasingly complex - and digital transformation has exponentially increased the interconnectivity of businesses, where they operate and flourish in systems of mutual support and cooperation. In this issue I am thrilled to present a rich collection of views and perspectives on the topic of Ecosystem Leadership. My co-publisher and eco-system expert, Roland Deiser, dissects ecosystems into strategy, organizational and relationship dimensions, which provides a solid framework to explore the necessary capabilities ecosystem leadership should draw upon. [Extracted from the article]

A coaching session outcome can be driven by a wide variety of factors, including the mood, mindset and energy of both the client and the coach. There is a surfeit of articles explaining the benefits and outcomes of coaching, but it is much rarer to find information on what actually happens in a coaching session. The program provides a unique environment to do this in, where everyone, the client, the co-participants and the coaching faculty are observing and supporting your coaching technique in a positively critical fashion. [Extracted from the article]

This article is drawn from the presentation by Tony White, Global Head of Allianz University, at the insurance giant Allianz, to a recent online forum of senior learning and development professionals convened by ECLF as part of their Spring series of events for members on "Designing Learning Ecosystems". Another thread White and his team used to gain momentum within the learning community was to increase the accessibility and engagement of the L&D offering. With the "drive for lifelong learning and personal and professional growth" the clear main objective, White and his team set about redesigning the L&D approach to leverage its global scale while crucially maintaining its local touch. [Extracted from the article]

LEADERSHIP For over a decade university-based business schools have been striving to build competence in their clients around managing the VUCA environment. As Bruce Wiesner, Associate Dean for Executive Education at UBC Sauder School of Business at the University of British Columbia, notes, business schools have been on the same road-test themselves. The initial outbreak The executive education departments of large business schools around the globe were alert to the growing threat of the pandemic as it developed and spread from China and then Italy in the first two months of 2020. While businesses are reimagining the workplace of the future, and rethinking what they need from executive learning, business schools are having to respond - to evolve their understanding of what executive education delivery will look like in the coming years. [Extracted from the article]

We are also running a roundtable on curiosity on November 3rd, with Simon Brown and Saar Ben-Attar plus star Harvard faculty, Prof Francesca Gino and Dr Perry Zurn, who has just published Curious Minds (reviewed in this issue) with his twin sibling, Dani Bassett. Curiosity is the theme of this issue, but it is really the theme of all our issues. In this issue we have three articles that focus on curiosity - Simon Brown is interviewed by my co-publisher, Roland Deiser. [Extracted from the article]

We work in a world of complexity and velocity, but the essential instrument we use to achieve progress - people - has not advanced in terms of its productive capacity like the computers and other electronic tools we leverage. This is part of the under-pinning of the Scottish Leadership Institute, a new organization looking to help organizations become more aware of the benefits of good leadership practice, and what that looks like - and assist them in finding the best people to partner with to enable that. In February this year, Bob Chapman, the CEO of Barry-Wehmiller Industries, and ranked 3rd best CEO in the world by Inc magazine, came to Scotland to share his experiences and insights on leading a people-centred organization. [Extracted from the article]

Both Melanie Barnett and Cathy Bessant admitted to extensive and rigorous training schedules before leaving for the climb, while Laub had extended his pre-training as far as the StairMaster at the local gym. Scott DeRue had tilled the ground for this when he had asked everyone to think through what their objectives were for the expedition, and Cathy acknowledges this "the whole experience for me reinforced that good leaders understand the motivations and objectives of the people that they work with. Those two things, positive intent and team expectation setting… Scott really ran a very disciplined process that put the students, and toward the end the alumni, into a very open discussion about the importance of assuming positive intent. Bessant is adamant on the importance of leadership development, boldly stating that "my job, more than any other part of my job, is management development and leadership development so that we're getting the most out of our people. [Extracted from the article]

In fact, Cates suggests that merely "putting on a happy face" in an effort to appear likeable, not only brings limited to no tangible benefits, it may actually lead people to mistrust you, especially if this is a clear change of behaviour from a previous one. Likeability is a good thing to have in your leadership toolkit, but it shouldn't be the biggest hammer in the box". Cates recognizes however, that in a simplistic world, "likeable" is clearly better than a fear-based leadership approach. [Extracted from the article]

Helsley shared with us his experience of handling negative attitudes around business, and the work that Sauder has been doing, since long-before the Roundtable statement. Helsley sees that business schools can play an influential role as a hub for enabling cross-functional discussion. Looking to the future Helsley sees that the role for data science and technology will only increase, both in demand at the university and from the world of work - but to counter-balance that, he is hopeful that Sauder students will have a broader, more human perspective that allows them to visualise business impact beyond the current narrow focus. [Extracted from the article]

Stevenson and Campbell surveyed a range of providers and went through a procurement process with ten organizations (six business schools and four specialist development providers) before a final shortlist of two business schools and one other provider were interviewed. "Oxford Saïd's tailored responses were just more customer-focused than anyone else's" says Stevenson, and this gave them the greatest confidence that they would build a close working relationship with the provider, customised to their evolving needs. The initial scope of the program was set by the strategic themes set-out by the Executive Leadership Team (ELT) of Scottish Water with whom the Oxford team had extensive discussions to ensure the program was closely aligned. [Extracted from the article]

At about the same time, Franck Baillet, having spent his career as a consultant, became EVP for Learning & Development at Capgemini France in 2017, and he was very much aware of the new environment the consultants were having to operate in. Franck Baillet considered that Capgemini France "had to do something to better equip our managers to help them face these challenges and to inspire the younger staff, showing them that this is a company where we have a lot of freedom to do things and that we are positively challenged by our employees and our managers to grow, to develop ourselves." At this juncture, Franck found a match in Delphine Renard, both sharing an ambitious vision and an unwavering commitment to developing managers and strengthening a leadership culture suited for the 21st century. Claire Moreau, the program director concurs "beyond training participants, an important and needed contribution to be sure, we're creating the conditions so that managers get truly interested and start learning of their own volition, practising with their teams, and so on. [Extracted from the article]

The article offers information on the corporate learning activity, with survey questions regarding the matter on topics including corporate learning needs across various countries, changing mindsets and the importance of evidence-based research.

The article presents the views of Scott Beardsley, dean of the Darden Graduate School of Business at the University of Virginia, on the significance of Jeffersonian approach in honor of the third U.S. president Thomas Jefferson on business management.

The article discusses approach of information technology (IT) firm Dimension Data Holdings to develop emerging talents within the organization in order to enhance business growth through the Fast Track Forum offered by the Financial Times | IE Business School Corporate Learning Alliance. INSET: Program educators.

The article presents the views of Christoph Burger, dean of executive education at the European School of Management and Technology (ESMT) in Berlin, Germany, on focus on the school on European competition, large companies as its clients and research by faculty of the school.

The article discusses the challenge facing Alain Morven, senior vice president for European sales for the Danish medical supplies manufacturer, Coloplast Corp., in its collaboration with London-based boutique consultancy Questions of Difference to reappraise the sales approach in Great Britain.

The article presents the views of Bruno Busacca, dean of Italian business schools SDA Bocconi School of Management, in which he cites the approach for growth in the increasingly complex competitive environment for executive education at business schools.

The article focuses on the views of senior associate dean for executive education at Georgetown University in Washington D.C. Paul Almeida on the current prospects of business school provision of executive education.

The article focuses on the efforts undertaken by Nestle SA and Rio Tinto Co. in building gender-balance system across their global companies.

The article focuses on the whole variety of structures from the virtual learning hub of Deloitte University in Texas and PEMEX Universidad in Mexico.

Information about the International Educational Development Program's 3rd Summit titled "Do You Need to Be a Psychologist to Be a Good Leader," that was held in the summer of 2014.

The article focuses on the efforts on managers and executives in addressing and managing conflicts within the organization.

The article focuses on the insights Alison Davis-Blake, dean of the University of Michigan's Stephen M. Ross School of Business, regarding school administration and programs. Topics discussed include the role of business schools in developing sustainable socially conscious business models, distance learning, and scholarships for students of Stephen M. Ross School of Business.

The article discusses the initiatives of the World Economic Forum (WEF) in leadership development in context of social problems such as public health and education, and hunger prevailing in the globalized world, as of 2014. Topics include issues of global terrorism and climate change and the world economy, WEF's New Vision for Agriculture and Global Leadership Fellows programs, and leadership skills required to address global issues. Views of the program dean Gilbert Probst are presented.

The article discusses the views of Carolyn Campbell, associate dean for executive education at the Alberta School of Business in Alberta, on the business school in general and its partnerships with industries. Topics include the school's location in Alberta, the school's efforts in developing the local energy industries' relations with the local community in terms of corporate social responsibility and environmental issues, and its collaboration with other faculties for community issues.

The article offers information on the leadership similarities between sports team and business team. It discusses several similarities between the teams which includes ability to work together and complete objectives, ability to organize a framework to complete processes, and ability to focus on the processes functioning. It also mentioned challenges that have to meet for positive outcome which includes communication, trust, and support. It also encompasses on the Winning Behaviors Model.

EDITOR"s LETTER Welcome to this the latest issue of Developing Leaders magazine, which is the first under the new imprint of Ideas for Leaders as publisher. With this small shift - the hands on the editorial tiller are still the same as before - we have taken the opportunity to repurpose the strapline of the magazine to "making organisations more human". [Extracted from the article]

The vaccines against Covid-19, while yet to be fully signed-off, give every indication of being far better than anyone could have originally hoped for, and the political turmoil in the US seems to be ordering itself, at the executive level if not the grassroots, which bodes well for a more integrated approach to global problems. No mRNA vaccines, the science behind the Pfizer and Moderna vaccines, had been approved for humans before this month. And we close with a break from our usual themes with a look by Paolo Quattrone, of Manchester Business School, how Italy emerged from post-war economic crisis and what lessons we can learn now from that in "building back better". [Extracted from the article]