This is a continuation of Fake Leadership and Toxic Workplaces Part 1. I recommend that you click on the link and first read Part 1 which sets the scene for some conscious reflection about a new wave of fake leadership that is pleasure seeking, pain...

This is the first of a 2-part commentary taking a closer look at the concept and practices of fake leadership and how this contributes to toxic work environments. The notion of the corporate psychopaths and narcissistic leaders is not new, yet the...

A prevalent theme that continues to bubble up at the moment is workplace culture. In the wake of the emissions conspiracy, Volkswagen CEO Herbert Diess has stated that creating an open and transparent culture is a key priority for the organisation...

There's a pattern I've noticed of late. The number of leaders willing to assess their organisational culture is growing ... hooray! The bad news is that while leaders are warming to the idea, and reviewing culture diagnostic reports, they tend to...

How many times have you heard the definition of culture as being, "the way we do things around here"? Whilst this simplistic view of culture serves a purpose; minimizing the complexity of such a multifaceted construct is of little help in terms of...

I'd like you to consider the concept of 'middle management mud'. You know, that group of people 'stuck' between meeting the demands of senior leaders and the needs of the people that they lead? Whilst I totally empathise with their plight, and the...

Researchers and change practitioners know that successful management of change requires more than a list of activities that form the basis of an overarching project plan. Yet, despite having a solid understanding of both theory and methods, the...

Time and time again, I hear employees express their opinion about 'one directional' change events and feelings of 'being done to' with regard to new systems and solutions being pushed upon them. Yet ask a Project, Change or People Manager and...