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As I write this blog, the FTSE 100 index has experienced its worst day in over a decade, wiping £124bn off the value of its companies. In a clear sign of their fears of a recession, the Bank of England has slashed its rate from an already record low of 0.75% to just 0.25% in a move designed to bolster the economy in a pre-emptive response to the impact of the coronavirus outbreak.
Here’s the second in our series aiming to simplify the maze of leadership theories – by highlighting common themes and findings that are supported by robust research.
Do you find the myriad of different leadership models and theories difficult to navigate? You’re in good company! Personally, I find it helpful to focus in on areas of commonality or convergence, as well as what the research tells us about these areas – this tends to lead me away from the buzz words and passing trends.
There have been a huge number of references in the press and media in recent weeks to “charisma” and the varying amounts the Tory leadership contenders each possess it. Now that we have our tousled-haired PM in place, the references to his “charisma” and “charm” continue.
This reluctant football supporter has become just a little fascinated by the leadership phenomenon that is Jürgen Klopp. Surrounded by Liverpool FC supporters at home, I’ve begun to embrace the emotions of the club’s unbelievable fans and their seemingly impossible journey to the Champions League final. Klopp’s post-match interview after LFC’s amazing comeback in the second leg semi-final against Barcelona really brought to life some of the leadership theory that informs my work practice. Here are some musings: