which of the following is not an it asset that is leaders are responsible for managing? course hero

What is responsible leadership and why does it matter?

A new model of responsible leadership can help address the world’s most pressing problems in ways that unleash new waves of growth that are more sustainable and equitable." Responsible leadership becomes real when it learns from and ultimately reflects those it serves.

Do leaders of responsible businesses exhibit all five elements?

Company executives recognize that leaders of responsible businesses need to exhibit all Five Elements. They place strong emphasis on Technology & Innovation (Te). But companies’ stakeholders see things differently.

Is the role of the manager becoming that of a coach?

The role of the manager, in short, is becoming that of a coach. This is a dramatic and fundamental shift, and we’ve observed it firsthand.

What skills do leaders need to achieve sustainability and equitability?

As organizations put sustainability and equitability at the heart of their organizations, they will need a broader range of leadership skills and attributes. An ability to achieve mastery in Mission & Purpose, Technology & Innovation and Stakeholder Inclusion must become second nature.

What is stakeholders inclusion?

Stakeholder Inclusion: Safeguarding trust and positive impact for all by standing in the shoes of stakeholders when making decisions, and fostering an inclusive environment where diverse individuals have a voice and feel they belong.

What percentage of CEOs agree that they need to decouple economic growth from the use of natural resources?

Climate change: 65% of CEOs agree that they need to decouple economic growth from the use of natural resources. Global economic fragility: 87% of CEOs believe that global and economic systems need to refocus on equitable growth. The Fourth Industrial Revolution: New technologies have to be managed for both their potential promise and their peril.

What are the three fronts of leadership?

Today’s leaders need to deliver value on three fronts: organizational performance, measured most often by short-term earnings; continuous innovation, the seedbed for longer-term growth, often propelled by emerging technology; and sustainability & trust, earned by attending to the interests of stakeholders.

What are the challenges of the 2020s?

The social, economic and environmental challenges of the 2020s require new approaches to leadership and responsibility. As organizations put sustainability and equitability at the heart of their organizations, they will need a broader range of leadership skills and attributes. An ability to achieve mastery in Mission & Purpose, ...

Different Ways of Helping

To get managers thinking about the nature of coaching, and specifically how to do it better in the context of a learning organization, we like to present them with the 2×2 matrix below. It’s a simple but useful tool.

The GROW Model

One of the best ways to get better at nondirective coaching is to try conversing using the GROW model, devised in the 1980s by Sir John Whitmore and others. GROW involves four action steps, the first letters of which give the model its name.

Coaching as an Organizational Capacity

So far, we’ve focused on coaching as a managerial skill. That’s a vital first step, but to transform your company into a genuine learning organization, you need to do more than teach individual leaders and managers how to coach better. You also need to make coaching an organizational capacity that fits integrally within your company culture.