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	<title>Slow Leadership &#187; Leadership</title>
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	<link>http://www.slowleadership.org/blog</link>
	<description>Articles on returning humanity to working life.</description>
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		<title>Intelligent, But Not Wise</title>
		<link>http://www.slowleadership.org/blog/2009/06/intelligent-but-not-wise/</link>
		<comments>http://www.slowleadership.org/blog/2009/06/intelligent-but-not-wise/#comments</comments>
		<pubDate>Fri, 26 Jun 2009 12:26:59 +0000</pubDate>
		<dc:creator>Peter Vajda</dc:creator>
				<category><![CDATA[Featured post]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership development]]></category>
		<category><![CDATA[Perspective]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=4380</guid>
		<description><![CDATA[“While many of today’s leaders have lost their way due to  moral and ethical missteps, just as many are facing a dead end due to their inability to see the big picture,” writes Peter Vajda. “These leaders are intelligent, but, unfortunately, not wise.”]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2009/06/intelligent-but-not-wise/feed/</wfw:commentRss>
		<slash:comments>6</slash:comments>
		</item>
		<item>
		<title>Is &#8216;Mean&#8217; the New &#8216;Nice&#8217;?</title>
		<link>http://www.slowleadership.org/blog/2009/06/is-mean-the-new-nice/</link>
		<comments>http://www.slowleadership.org/blog/2009/06/is-mean-the-new-nice/#comments</comments>
		<pubDate>Tue, 23 Jun 2009 12:22:54 +0000</pubDate>
		<dc:creator>Guest Author</dc:creator>
				<category><![CDATA[Featured post]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Attitudes]]></category>
		<category><![CDATA[Corporate culture]]></category>
		<category><![CDATA[Hamburger Management]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=4371</guid>
		<description><![CDATA[We have lived through the age of ‘nice’: the phony smile, the smarmy front hiding the crook within, the welcome into the crocodile‘s lair of cheap credit and ‘can’t fail’ investments. Now, says Jonathan Littman, we’re about to enter an age of Serious Mean.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2009/06/is-mean-the-new-nice/feed/</wfw:commentRss>
		<slash:comments>9</slash:comments>
		</item>
		<item>
		<title>The times they are a-changin’</title>
		<link>http://www.slowleadership.org/blog/2009/05/the-times-they-are-a-changin%e2%80%99/</link>
		<comments>http://www.slowleadership.org/blog/2009/05/the-times-they-are-a-changin%e2%80%99/#comments</comments>
		<pubDate>Fri, 15 May 2009 12:07:39 +0000</pubDate>
		<dc:creator>Peter Vajda</dc:creator>
				<category><![CDATA[Featured post]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Change]]></category>
		<category><![CDATA[Corporate culture]]></category>
		<category><![CDATA[Seeing clearly]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=3919</guid>
		<description><![CDATA[“The challenge for organizations today,” writes Peter Vajda, “is to carry out a redesign of their business models that sees it less as a mechanistic mix of processes, procedures and outcomes, and more like an ecosystem: part engineering, part quantum physics, part psychology, part biology, and part neuroscience.”]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2009/05/the-times-they-are-a-changin%e2%80%99/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Should Leaders and Managers be Educated or Credentialed?</title>
		<link>http://www.slowleadership.org/blog/2009/03/should-managers-be-educated-or-credentialed/</link>
		<comments>http://www.slowleadership.org/blog/2009/03/should-managers-be-educated-or-credentialed/#comments</comments>
		<pubDate>Mon, 30 Mar 2009 12:35:50 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
				<category><![CDATA[Featured post]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Better Management]]></category>
		<category><![CDATA[Leadership development]]></category>
		<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/2009/03/should-managers-be-educated-or-credentialed/</guid>
		<description><![CDATA[Which types of work demand possession of set credentials and which kinds demand being educated? Leaders cannot be produced merely by showing an understanding of certain knowledge and theories. The need for leadership begins at the point where established ways of doing things—the only ways you can teach—are found to be inadequate.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2009/03/should-managers-be-educated-or-credentialed/feed/</wfw:commentRss>
		<slash:comments>12</slash:comments>
		</item>
		<item>
		<title>Too Many Chiefs and Not Enough Indians</title>
		<link>http://www.slowleadership.org/blog/2009/03/too-many-chiefs-and-not-enough-indians/</link>
		<comments>http://www.slowleadership.org/blog/2009/03/too-many-chiefs-and-not-enough-indians/#comments</comments>
		<pubDate>Wed, 25 Mar 2009 12:28:14 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
				<category><![CDATA[Featured post]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Better Management]]></category>
		<category><![CDATA[Leadership development]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/2009/03/too-many-chiefs-and-not-enough-indians/</guid>
		<description><![CDATA[Top heavy organizations are often described as being ‘all chiefs and no indians’. Such a pattern has now become the norm throughout much of the Western world and it is probably why we have stumbled into our current mess. The only way out is to start again and find an approach that includes valuing the ‘indians’ as well.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2009/03/too-many-chiefs-and-not-enough-indians/feed/</wfw:commentRss>
		<slash:comments>13</slash:comments>
		</item>
		<item>
		<title>The Mark of a True Leadership Role</title>
		<link>http://www.slowleadership.org/blog/2009/03/the-mark-of-a-true-leadership-role/</link>
		<comments>http://www.slowleadership.org/blog/2009/03/the-mark-of-a-true-leadership-role/#comments</comments>
		<pubDate>Wed, 18 Mar 2009 14:49:02 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
				<category><![CDATA[Featured post]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Better Management]]></category>
		<category><![CDATA[Leadership development]]></category>
		<category><![CDATA[Seeing clearly]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=3256</guid>
		<description><![CDATA[Forget the pointless, academic arguments about the difference between leadership and management. What makes a situation need a true leader is probably rather simple. It also goes a long way towards explaining why so many ‘leaders’ have failed to cop with the current circumstances.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2009/03/the-mark-of-a-true-leadership-role/feed/</wfw:commentRss>
		<slash:comments>12</slash:comments>
		</item>
		<item>
		<title>The Seven Habits of Highly Ineffective Leaders</title>
		<link>http://www.slowleadership.org/blog/2009/03/the-seven-habits-of-highly-ineffective-leaders/</link>
		<comments>http://www.slowleadership.org/blog/2009/03/the-seven-habits-of-highly-ineffective-leaders/#comments</comments>
		<pubDate>Wed, 11 Mar 2009 12:24:07 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
				<category><![CDATA[Featured post]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Better Management]]></category>
		<category><![CDATA[Leadership development]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Seeing clearly]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/2009/03/the-seven-habits-of-highly-ineffective-leaders/</guid>
		<description><![CDATA[What can we learn from the mistakes so many of today's high profile leaders made—the charismatic CEOs and ‘Masters of the Universe’ whose arrogance, greed and stupidity brought their whole edifice of folly and hubris crashing down on us, as well as them. What should we vow never, never to accept in any leader, ever again?]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2009/03/the-seven-habits-of-highly-ineffective-leaders/feed/</wfw:commentRss>
		<slash:comments>11</slash:comments>
		</item>
		<item>
		<title>What kind of leadership do you need for a downturn?</title>
		<link>http://www.slowleadership.org/blog/2009/03/what-kind-of-leadership-do-you-need-for-a-downturn/</link>
		<comments>http://www.slowleadership.org/blog/2009/03/what-kind-of-leadership-do-you-need-for-a-downturn/#comments</comments>
		<pubDate>Tue, 10 Mar 2009 12:49:55 +0000</pubDate>
		<dc:creator>Guest Author</dc:creator>
				<category><![CDATA[Featured post]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Better Management]]></category>
		<category><![CDATA[Change]]></category>
		<category><![CDATA[Success]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=3092</guid>
		<description><![CDATA[Kate Sweetman argues that leading an organization, especially in a downturn, means interacting with the people who are looking for guidance, and providing those folks with the truest picture the leader can draw about their collective future.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2009/03/what-kind-of-leadership-do-you-need-for-a-downturn/feed/</wfw:commentRss>
		<slash:comments>6</slash:comments>
		</item>
		<item>
		<title>Does competition really motivate?</title>
		<link>http://www.slowleadership.org/blog/2009/03/does-competition-really-motivate/</link>
		<comments>http://www.slowleadership.org/blog/2009/03/does-competition-really-motivate/#comments</comments>
		<pubDate>Mon, 09 Mar 2009 12:47:52 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
				<category><![CDATA[Featured post]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Civilized work]]></category>
		<category><![CDATA[Corporate culture]]></category>
		<category><![CDATA[Enjoying work]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/2009/03/does-competition-really-motivate/</guid>
		<description><![CDATA[Competition clearly can be both a positive and a negative force. What makes the difference? Are there ways to recognize what produces the positive kind of competition and what gives the negative type?]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2009/03/does-competition-really-motivate/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Smarter Growth for Better Leaders</title>
		<link>http://www.slowleadership.org/blog/2009/03/smarter-growth-for-better-leaders/</link>
		<comments>http://www.slowleadership.org/blog/2009/03/smarter-growth-for-better-leaders/#comments</comments>
		<pubDate>Tue, 03 Mar 2009 12:20:18 +0000</pubDate>
		<dc:creator>Nina Simosko</dc:creator>
				<category><![CDATA[Featured post]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Better Management]]></category>
		<category><![CDATA[Change]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=3002</guid>
		<description><![CDATA[Nina Simosko argues that reigniting growth when all today's mess finally ends requires rethinking growth, not sinking back into what we fondly hope may be business as usual. By focusing on on value creation and identifying opportunities where you can impact the sustainability and resilience of your business, you will give yourself—and everyone else— the best chance.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2009/03/smarter-growth-for-better-leaders/feed/</wfw:commentRss>
		<slash:comments>5</slash:comments>
		</item>
		<item>
		<title>Management&#8217;s False Darwinians</title>
		<link>http://www.slowleadership.org/blog/2009/02/managements-false-darwinians/</link>
		<comments>http://www.slowleadership.org/blog/2009/02/managements-false-darwinians/#comments</comments>
		<pubDate>Mon, 23 Feb 2009 12:16:45 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
				<category><![CDATA[Coyote's Journal]]></category>
		<category><![CDATA[Featured post]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Civilized work]]></category>
		<category><![CDATA[Management myths]]></category>
		<category><![CDATA[Seeing clearly]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/2009/02/managements-false-darwinians/</guid>
		<description><![CDATA[It’s sad that the principal form in which many working people encounter Darwin's world-changing idea is a bastardized set of notions greedily seized on by self-serving bosses: that cut-throat economic competition is normal and that macho management and exploitation of anyone weaker than you is the ‘natural law’ and the inevitable course of history.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2009/02/managements-false-darwinians/feed/</wfw:commentRss>
		<slash:comments>13</slash:comments>
		</item>
		<item>
		<title>Has Bad Behavior Irreparably Damaged the Title &#8216;CEO&#8217;?</title>
		<link>http://www.slowleadership.org/blog/2009/02/has-bad-behavior-irreparably-damaged-the-title-ceo/</link>
		<comments>http://www.slowleadership.org/blog/2009/02/has-bad-behavior-irreparably-damaged-the-title-ceo/#comments</comments>
		<pubDate>Wed, 18 Feb 2009 12:02:35 +0000</pubDate>
		<dc:creator>Guest Author</dc:creator>
				<category><![CDATA[Featured post]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Attitudes]]></category>
		<category><![CDATA[Leadership development]]></category>
		<category><![CDATA[Motivation]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=2545</guid>
		<description><![CDATA[Suzanne Bates argues that, while some CEOs are splurging, plundering and pillaging their businesses, the vast majority are not. Ordinary people long to be a part of the turnaround, and they already have many of the answers to our struggles. What they need are leaders who can harness this creativity and energy.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2009/02/has-bad-behavior-irreparably-damaged-the-title-ceo/feed/</wfw:commentRss>
		<slash:comments>8</slash:comments>
		</item>
		<item>
		<title>Leadership in a Crisis</title>
		<link>http://www.slowleadership.org/blog/2009/02/leadership-in-a-crisis/</link>
		<comments>http://www.slowleadership.org/blog/2009/02/leadership-in-a-crisis/#comments</comments>
		<pubDate>Tue, 17 Feb 2009 12:50:46 +0000</pubDate>
		<dc:creator>Nina Simosko</dc:creator>
				<category><![CDATA[Featured post]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Integrity]]></category>
		<category><![CDATA[Success]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=2531</guid>
		<description><![CDATA[Nina Simosko reviews the amazing and inspiring actions of Captain Sullenberger,  the captain of U.S. Airways flight 1549 that was forced to land in the Hudson River, and the lessons we should all learn from them.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2009/02/leadership-in-a-crisis/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>Strategic Presence: The Power that Fuels Leadership</title>
		<link>http://www.slowleadership.org/blog/2009/02/strategic-presence-the-power-that-fuels-leadership/</link>
		<comments>http://www.slowleadership.org/blog/2009/02/strategic-presence-the-power-that-fuels-leadership/#comments</comments>
		<pubDate>Thu, 12 Feb 2009 12:03:50 +0000</pubDate>
		<dc:creator>Guest Author</dc:creator>
				<category><![CDATA[Featured post]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Better Management]]></category>
		<category><![CDATA[Leadership development]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=2458</guid>
		<description><![CDATA[Tony Jeary says that the goal of leadership is to produce superior results on purpose and that makes leadership a results contest. The challenge of leadership is to persuade and motivate those they lead to produce the results they want.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2009/02/strategic-presence-the-power-that-fuels-leadership/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>Leadership and &#8216;Je Ne Sais Quoi&#8217;</title>
		<link>http://www.slowleadership.org/blog/2009/02/leadership-and-je-ne-sais-quoi/</link>
		<comments>http://www.slowleadership.org/blog/2009/02/leadership-and-je-ne-sais-quoi/#comments</comments>
		<pubDate>Wed, 11 Feb 2009 12:54:12 +0000</pubDate>
		<dc:creator>Helen Major</dc:creator>
				<category><![CDATA[Featured post]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership development]]></category>
		<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=2468</guid>
		<description><![CDATA[Helen Major muses on the <i>je ne sais quoi</i> that interviewers seek in the right candidate—and whether they will recognize it when, and if, they come across it.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2009/02/leadership-and-je-ne-sais-quoi/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
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