Author Archives: Jesse Segers

About Jesse Segers

Academic Director of The Future Leadership Initiative

Leadership development of the future: stakeholders & aesthetic learning

Due to the increasing complex problems we are facing as individuals, organizations, institutions, society, the  ‘genius with a thousand helpers leadership model’ is more and more replaced by ‘shared leadership’. This has implications for leadership development.   Let me start … Continue reading

Posted in 19. Leadership development, 2. Shared & collective, 8. Development & mindset, Comments & events, English, Uncategorized | Tagged , , , | 3 Comments

Ik ben gevraagd geweest…

Is het u ook al opgevallen dat Belgen voor topposities steeds ‘gevraagd worden’ of geen kandidaat waren of zijn voor de positie (cf. Kris Peeters dit weekend in de Tijd). Vreemd is dat niet, of toch niet in België. Prof. … Continue reading

Posted in 14. Authenticity & integrity, 18. Storytelling & identity, Academic insights & evidence, Comments & events, Dutch, Uncategorized | Tagged , , , , | 10 Comments

Het einde van de alleenheerser – co-leiderschap

Deze tekst verscheen als opiniestuk in het Belang van Limburg op 22-23 juni Wat hebben 2 biermerken, 4 kranten en een uitgeverij, nutsbedrijven en een tophotel in Nederland met elkaar gemeen? Ze worden allemaal geleid door Belgen. Verrassend? Niet volgens Gerd … Continue reading

Posted in 2. Shared & collective, Dutch, In the press | Tagged , , , , , | Leave a comment

Listening is not about understanding the other, but about making the other feel understood

Being silent has an impact for the good or for the worse. Dave Ulrich made clear in his HR masterclass in Brussels that the loudest feedback is silence. Saying nothing when you ought to speak is approving the other’s bad … Continue reading

Posted in 1. Connection & benevolence, 5. Awareness & empowerment, Academic insights & evidence, English | Tagged , , , , , , , , , | 2 Comments

New Research: What Sets Effective Middle Managers Apart

Once more a study shows that middle managers who act as middle leaders are next to senior managers the most important determinants for innovation/change in organizations today.  Read this Harvard business review blog post on some great research: http://blogs.hbr.org/cs/2013/05/reinventing_middle_management.html?referral=00563&cm_mmc=email-_-newsletter-_-daily_alert-_-alert_date&utm_source=newsletter_daily_alert&utm_medium=email&utm_campaign=alert_date

Posted in Academic insights & evidence, English | Tagged , , | Leave a comment

Middle managers & leadership – part 4 – results of the Leadership for Middle Management program

As mentioned here and here, the role of the middle manager is transforming to the point that they may be the most important people in your company today (Mollick, 2011). There are a multitude of reasons for this, but just … Continue reading

Posted in 19. Leadership development, Academic insights & evidence, English | Tagged , , , , , , | 3 Comments

Middle managers & leadership – part 3: how to become a middle leader?

“Which leadership book or training can you recommend me? How can I become a middle leader?” These simple questions require very complex answers if you consider all dimensions of leadership. Day, Harrison and Halpin (2009) advocate an integrative model of … Continue reading

Posted in 5. Awareness & empowerment, 8. Development & mindset, Academic insights & evidence, English | Tagged , , , , , , , , , | 7 Comments