The Unconventional Leadership of Corporate Leaders in the 21st Century
This paper discusses the various traits that modern corporate leaders of the 21st century that have adopted a different approach towards leadership and have guided their company to newer heights. Amongst the leaders discussed in this research paper is, Steve Jobs, Mark Zuckerberg and Larry Page. The purpose of this paper is to explore the decisions and choices that these revolutionary leaders have made and what made them different. At the end of this paper, we will learn of what are the good ideologies or practices we can take from them.
Strengths coaching with leaders
psychology share much of a common heritage, in that they have both developed in response to the status quo of the field, which was deficit-based, pathologyfocused, and driven by fundamental assumptions about human nature that were less than positive, to put it mildly. In contrast, positive psychology and coaching psychology are abundance-based, solution-focused and driven (typically) by fundamental assumptions about human nature which hold that people have within them a natural tendency to want to grow and develop their potential, and when their environment supports them in doing so, they thrive (Linley & Harrington, 2005). This shift in emphasis and assumption has led many practitioners of positive psychology and coaching psychology to operate in ways different to traditional approaches to leadership and organisational capability development (see, for example, Biswas-Diener & Dean, 2007; Linley & Harrington, 2006). In this article, we will show how we have blended positive psychology, strengths approaches, and coaching psychology to develop leadership strengths coaching programmes and practices that are focused on developing senior leaders and enhancing the organisational capability of the corporations that employ them. We begin our article by introducing some of the history of strengths approaches in management and organisations, before going on to look specifically at how this has provided the foundation for our current work in strengths coaching for leaders. Having provided the background for our approach, we then describe some of our key practices, illustrating them with a number of short composite case examples, demonstrating the effects that they have had on our leadership clients and their organisations. To begin, though, we focus on one specific element of the leadership challenge where coaching psychologists can have a significant impact: leaders as climate engineers.
Fatigue effects on the coordinative pattern during cycling: kinetics and kinematics evaluation.
The aim of the present study was to analyze the net joint moment distribution, joint forces and kinematics during cycling to exhaustion. Right pedal forces and lower limb kinematics of ten cyclists were measured throughout a fatigue cycling test at 100% of PO(MAX). The absolute net joint moments, resultant force and kinematics were calculated for the hip, knee and ankle joint through inverse dynamics. The contribution of each joint to the total net joint moments was computed. Decreased pedaling cadence was observed followed by a decreased ankle moment contribution to the total joint moments in the end of the test. The total absolute joint moment, and the hip and knee moments has also increased with fatigue. Resultant force was increased, while kinematics has changed in the end of the test for hip, knee and ankle joints. Reduced ankle contribution to the total absolute joint moment combined with higher ankle force and changes in kinematics has indicated a different mechanical function for this joint. Kinetics and kinematics changes observed at hip and knee joint was expected due to their function as power sources. Kinematics changes would be explained as an attempt to overcome decreased contractile properties of muscles during fatigue.