By Wikus van Vuuren, Director: Quality & Compliance at GIMT (Graduate Institute of Management and Technology)

Leadership today is driven by an important principle – it happens at all levels of the organisation, irrespective of its size. Any organisation that believes effective leadership revolves around the executive team, which in turn offers sufficient capacity for survival and competitiveness in the New Economy, is sadly mistaken.

By Sarah Babb, MD of The Skills Framework

The very term management development implies that managers can all be developed. Yet some of the latest work around leadership pipelines indicates that there is a vast difference between managing oneself, managing others, managing managers and managing enterprises. There is a fundamental shift in values, processes and competence requirements, and not all people will meet these needs.

IT’S HARD TO BE HUMBLE – OR IS IT? By Wikus van Vuuren, Director: Academic Quality at GIMT

Leadership humility is one of those rare occurrences that don’t necessarily enjoy the recognition or emphasis it often deserves. Humility is unfortunately often perceived as a weakness in business when, in fact, it can be a tremendous asset.

By Sacha Sorrell

Purpose driven entrepreneurs are traditional entrepreneurs who are starting or growing businesses. However, the term can also apply to those individuals who work for organisations, bringing tangible value through alignment to the organisation’s purpose, values and offering.
Purpose driven entrepreneurship is more of a way of being, or having an entrepreneurial spirit. These individuals achieve great success because they are able to demonstrate certain competencies on a consistent basis.

The Centre for Conscious Leadership (CCL), a South African consulting organization specializing in leadership learning and transformation, has a formula for helping businesses to enhance operations, increase productivity and improve profit margins. The service is based on direct, system-wide, people-focused intervention and learning.