In the face of today’s business challenges, the demand for a more genuine leadership style is arising. Authentic Leadership as a way to authentically relate to oneself and others is meant to create meaning, trust and confidence amongst followers. At the same time, the Buddhist concept of Self-Compassion is becoming popular in the Western academic world. This study offers first insights into the relationship between Authentic Leadership and Self-Compassion. Theoretical similarities and connections between the two constructs are being presented. An online study (N=50) got conducted, asking young professionals from the international student organization ‘AIESEC’ about Authentic Leadership attributes and self-compassionate behaviours. Data analysis showed a weak positive correlation between Authentic Leadership and Self-Compassion. Methodical limitations of the study are being demonstrated. Implications for Authentic Leadership research and practice are being discussed, concluding that Self-Compassion could enhance the theoretical operationalization of authenticity as well as the intense process of Authentic Leadership Development. This study was shortlisted for the Association of Business Psychologist’s Workforce Experience Award in 2014.

In the face of today’s business challenges, the demand for a more genuine leadership style is arising. Authentic Leadership as a way to authentically relate to oneself and others is meant to create meaning, trust and confidence amongst followers. At the same time, the Buddhist concept of Self-Compassion is becoming popular in the Western academic world. This study offers first insights into the relationship between Authentic Leadership and Self-Compassion. Theoretical similarities and connections between the two constructs are being presented. An online study (N=50) got conducted, asking young professionals from the international student organization ‘AIESEC’ about Authentic Leadership attributes and self-compassionate behaviours. Data analysis showed a weak positive correlation between Authentic Leadership and Self-Compassion. Methodical limitations of the study are being demonstrated. Implications for Authentic Leadership research and practice are being discussed, concluding that Self-Compassion could enhance the theoretical operationalization of authenticity as well as the intense process of Authentic Leadership Development.

Nursing leadership is now regarded as a core competency to improve clinical outcomes, and nurses need to develop leadership skills from the very start of their career. Be a Leader in Nursing provides a comprehensive, practical guide for nurses through their leadership journey. Written by practising nurse leader Heather Henry, the book focuses on real-world application of leadership models at all levels – from the first moments of a student placement to effective management roles later in a nurse's career. The enjoyable and approachable text helps the reader to understand, recognize and practise leadership skills, making the book suitable for student nurses covering leadership as part of their curriculum as well as nurses already practising in the system. It will also be invaluable to instructors teaching leadership skills to nursing students. - Co-designed with current student nurses - contemporary and relevant content - Quotes and real case studies to connect principles with practice - Clear learning outcomes, practice activities and reflective practice to support learning - Easy to read and accessible – chapters can be read in one sitting - Practical 'time out' activities and 'how to' guides to help you to practise leadership skills as you learn - Content consistent with the Nursing and Midwifery Council's (NMC) Standards of proficiency for pre-registration nursing education and the Healthcare Leadership Model - Includes current issues such as leading through social media, leadership in multidisciplinary teams and crises such as pandemics and managing failure - Companion videos share nurses' leadership experiences

This book explores the nature and uniqueness of leadership in Iceland within a business and economic context. Starting with an analysis of Iceland’s geographical location, historical development and societal culture, the authors critically examine the major elements of the Icelandic business environment from an individual to a global level, and from economic prosperity to financial collapse. They particularly focus on leadership and human resource management within this unique societal culture and discuss the specific issues that are unique to Iceland, i.e. entrepreneurship, gender egalitarianism, equality, low power-distance, reflecting on, and orienting within contemporary leadership theories. The book covers a variety of analytical methods and cases, providing a unique introduction to leadership in Iceland, and opening avenues for further research into this relatively new phenomenon.

True North shows how anyone who follows their internal compass can become an authentic leader. This leadership tour de force is based on research and first-person interviews with 125 of today’s top leaders—with some surprising results. In this important book, acclaimed former Medtronic CEO Bill George and coauthor Peter Sims share the wisdom of these outstanding leaders and describe how you can develop as an authentic leader. True North presents a concrete and comprehensive program for leadership success and shows how to create your own Personal Leadership Development Plan centered on five key areas: Knowing your authentic self Defining your values and leadership principles Understanding your motivations Building your support team Staying grounded by integrating all aspects of your life True North offers an opportunity for anyone to transform their leadership path and become the authentic leader they were born to be. Personal, original, and illuminating stories from Warren Bennis, Sir Adrian Cadbury, George Shultz (former U.S. secretary of state), Charles Schwab, John Whitehead (Cochairman, Goldman Sachs), Anne Mulcahy (CEO, Xerox), Howard Schultz (CEO, Starbucks), Dan Vasella (CEO, Novartis), John Brennan (Chairman, Vanguard), Carol Tome (CFO, Home Depot), Donna Dubinsky (CEO/cofounder, Palm), Alan Horn (President, Warner Brothers), Ann Moore (CEO, Time, Inc.) and many others illustrate the transitions that shape the type of leaders who will thrive in the 21st century. Bill George (Cambridge, MA) has spent over 30 years in executive leadership positions at Litton, Honeywell, and Medtronic. As CEO of Medtronic, he built the company into the world’s leading medical technology company as its market capitalization increased from $1.1 billion to $60 billion. Since 2004, he has been a professor at the Harvard Business School. His 2004 book Authentic Leadership (0-7879-7528-1) was a BusinessWeek bestseller. Peter Sims (San Francisco, CA) established “Leadership Perspectives,” a course on leadership development at the Stanford Graduate School of Business and cofounded the London office of Summit Partners, a leading investment firm. Their Web site is www.truenorthleaders.com.

Although there are as many answers to the question of how organizations can gain competitive advantage in today's global economy as there are books and experts, one lesson seems very clear: traditional answers and resources are no longer sufficient. This seminal book offers not only an answer regarding how to gain competitive advantage through people, but also a brand new, untapped human resource--psychological capital, or simply PsyCap. Generated from both the positive psychology movement and the authors' pioneering work on positive organizational behavior, PsyCap goes beyond traditionally recognized human and social capital. But PsyCap is not a vague or unscientific concept: to be included in PsyCap, a given positive construct must be based on theory, research, and valid measurement, must be open to development, and must have measurable performance impact. The positive constructs that have been determined to best meet these PsyCap criteria, efficacy (confidence), hope, optimism, and resiliency, are covered in separate chapters in Psychological Capital. After exploring other potential positive constructs such as creativity, wisdom, well being, flow, humor, gratitude, forgiveness, emotional intelligence, spirituality, authenticity, and courage, the authors summarize the research demonstrating the performance impact of PsyCap. They go on to provide the PsyCap Questionnaire (PCQ) as a measurement tool, and the PsyCap Intervention (PCI) as a development aid. Utility analysis indicates that investing in the development of PsyCap as presented in this book can result in a very substantial return. In total, Psychological Capital provides theory, research, measurements, and methods of application for the new resource of psychological capital, a resource that can be developed and sustained for competitive advantage.

The Handbook of Positive Psychology in Schools offers the most current and comprehensive insights into how positive psychology principles provide a framework for young people to become active agents in their own learning. The third edition of this groundbreaking volume assembles the latest global research identifying fundamental assets—hope, optimism, gratitude, self-efficacy, emotional regulation, among others—that support students’ learning and well-being. Chapters examining social-ecological perspectives on classroom quality and school climate provide best practice guidance on schoolwide policies and practices. These 35 new chapters explore positive psychology’s ongoing influence and advances on prevention, intervention, and assessment practices in schools.