Queen's University IRC

Leadership Development

Change management: How change leaders mitigate employees’ change-induced stress

Introduction At the most general level, organizational change is present when a workplace experiences a difference in its functions, members, leaders, or form (as cited in Weick and Quinn, 1999). This change subsequently requires an adaptive response on the part of employees (Jex, 2002). Evidence suggests that perceptions of stress in the workplace result from …

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Teaming for Today's Complex Challenges

Teaming for Today’s Complex Challenges

While teams have traditionally focused on their own insular work and processes, today's teams must take a whole-systems perspective and engage system players in the learning journey. Accordingly, they are more focused on getting a holistic understanding of the challenge, securing required resources and expertise, and defining the process members will follow.

Network Acupuncture

Leaders who excel over time utilize organizational networks in distinctive ways to compensate for weaknesses in formal structures, says Rob Cross (U of Virginia) and colleagues who conducted network analyses at more than 100 organizations. In the journal Organizational Dynamics, Cross et al map out five principles that drive productive organizational networks. 1. Manage the …

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The Current and Future State of Human Resources Leadership

In December 2008, Hilary Sirman of Queen’s IRC spoke with Antoinette Blunt, President of Ironside Consulting Services Inc. and President of the Human Resources Professional Association of Ontario, about the current and future state of the Human Resources profession. Amidst increasing global competition, wars for talent, economic uncertainty and generational differences in the workforce, human …

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Beyond Clever – Leadership in a Different Key

“One of the paradoxes of improvisation is that it’s a mixture of two opposites—tremendous discipline and regimen balanced by spontaneity, listening, and playing in the moment.” – Gary Burton, vibraphone player Despite our efforts at definitional packaging, something remains elusive about the notion of leadership, something that is unaccounted for when we are done with …

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Follow These Leaders

As part of their research on leadership development, Queen’s IRC Facilitator Françoise Morissette (FM) and fellow consultant Amal Henein (AH) have interviewed 200 leaders from across Canada: executives, entrepreneurs, politicians, civil servants, fundraisers, activists, artists, journalists, athletes, coaches. While their book, Leadership Development, Maple Leaf Style, is slated for publication in 2006, they gave us …

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HR Without Borders

Diane S. Bégin, CMC CHRP, is an Ottawa-based consultant and associate of Flaman Management Partners Limited who thrives on projects in the developing world. When we met at the HRPAO conference in February, she spun a mesmerizing tale about practicing her skills in rather difficult circumstances. In the second of a series of articles, she …

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