Quiet Ego Leadership After Covid-19: Releasing Compassion, Confidence and Creativity

Michael Chaskalson (), Chris Nichols () and Philippa Hardman ()
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Michael Chaskalson: Ashridge Executive Education at Hult International Business School
Chris Nichols: Ashridge Executive Education at Hult International Business School
Philippa Hardman: Ashridge Consulting

Chapter 5 in Leadership After COVID-19, 2022, pp 77-98 from Springer

Abstract: Abstract We take the system disruption of the COVID pandemic to be one case of a wider pattern of systemic disruptions that leaders will increasingly face. Our fieldwork observation of our clients’ responses to the crisis have showed us that some ways of leading work better than others in adaptive times. We have identified that less egotistic forms of leadership—which we call here Quiet Ego Leadership—help in forming agile and collaborative responses to systems shifts. This chapter describes the AIM model of Quiet Ego Leadership—Allowing, Inquiry and Meta-awareness—and shows how this type of leadership can be developed and applied in practice.

Keywords: Wise leadership; Mindfulness; Compassion; Values; Interdependence; Complexity; Systems; Disruption; Exploration; Innovation (search for similar items in EconPapers)
Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:spr:fuobcp:978-3-030-84867-5_5

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DOI: 10.1007/978-3-030-84867-5_5

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