Leadership

Art 3

Leadership thinking

While a recent survey of New Zealand CEOs identified a “return to territorialism” as the greatest threat to growth for their organisation, it also found they are less confident about their organisations delivering digital transformation. 

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A different type of leadership

Heather Shotter has a strong corporate background including 12 years as part of the leadership team at SkyCity and more latterly as executive director of two not-for-profit organisations.

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IMNZ joins Skills Group

The Institute of Management NZ (IMNZ) has announced that it has now joined Skills Group. Skills Group is a vocational education specialist with a global footprint and IMNZ’s general manager

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Director

SO, YOU WANT TO BE A DIRECTOR?

If you are thinking about stepping up to a director role, Adrenalin’s publisher Cathy Parker recently attended the Institute of Directors’ company directors course, and one of her key take-outs

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Authentic leadership

If we all strived to operate from a place that respects who we are as individuals, in an ethical manner with integrity in our business dealings, can you imagine the type of leaders we could be for others and, ultimately, ourselves, asks Fiona Hewitt.

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Fearless leadership

New Zealand leaders need to reinvent, reimagine, explore, create, heal, inspire. Sina Wendt-Moore says that fearless leaders have a responsibility to embrace life, influence it, change it, shake things up – make this world a better place and make a difference.

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Breaking the badness

For any organisation, workplace bullying leads to less organisational commitment, demotivation, job dissatisfaction and higher levels of absenteeism and resignations. 

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What global CEOs think

Fewer global CEOs than last year think global economic growth will improve over the next 12 months, although confidence in their ability to achieve revenue growth in their own companies remains stable.

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Work those strengths

It may be much more impactful to identify the five or six areas in which you are most talented and to find a way to leverage these, rather than look to develop areas in which you are not naturally gifted, says Douglas Lang

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