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Table of contents

  • Abstract
  • 1. The bigger picture
    • 1.1. Leadership today
    • 1.2. The loneliness of leadership
    • 1.3. Scoping the research inquiry
    • 1.4. Framing the research question
    • 1.5. Design of the research
  • 2. What the research said and what it means for leaders
    • 2.1. Defining reflection for today
    • 2.2. When does "reflection" become "reflective practice"?
    • 2.3. The transformational benefits of reflection
    • 2.4. "Reflect to Create"
    • 2.5. Reflections' poor image
    • 2.6. The costs of not reflecting
    • 2.7. Other headlines from the research
  • 3. Reflection as a transformational way of being and leading
    • 3.1. The "Reflect to Create" 7C's leadership capacities map
    • 3.2. The four core conditions for "Reflect to Create"
    • 3.3. The four core practices for "Reflect to Create"
  • Summary
  1. Home
  2. [CB DRAFT] MBA603: Managing People
  3. Unit 7: Creating a Winning Organizational Culture
  4. 7.9: Succession Planning
  5. Reflect to Create

Reflect to Create

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This text examines the habits of leaders and how they use the process of reflection to create conditions that foster growth in people and the collective well-being of the organization.

1. The bigger picture

 
Back to '7.9: Succession Planning'
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