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Showing 1 to 15 of 34 results Save | Export
DePass, Michael; Ehrlich, Valerie; Leis, Micela – Center for Creative Leadership, 2019
In-depth studies in the field of K-12 education confirm that investments in high-quality, research-based leadership development for school systems can directly impact student success--in the classroom and beyond. This results in the need to learn beyond content mastery and develop deeper learning skills. Students need to be able to adapt quickly,…
Descriptors: Elementary Secondary Education, Leadership Training, Management Development, Transformational Leadership
Hallenbeck, George; Santana, Laura – Center for Creative Leadership, 2019
While learning agility has become a hot topic in recent decades, there's not yet widespread understanding of its underlying nature, nor the best way for organizations and talent development leaders to leverage it, especially because it isn't a skill that's necessarily concentrated at the top of an organization. Instead, it's likely dispersed among…
Descriptors: Leadership Qualities, Learning Processes, Cognitive Ability, Cognitive Processes
Scisco, Peter; Biech, Elaine; Hallenbeck, George – Center for Creative Leadership, 2017
An essential book on leadership development and coaching, "Compass" is the go-to reference to help you--and the people you develop--provide the leadership needed in any circumstance to galvanize teams, groups and entire organizations. It is ideal for leaders and managers looking to develop competency in themselves and others. A vital…
Descriptors: Leadership Training, Coaching (Performance), Leadership Effectiveness, Leadership
Hallenbeck, George – Center for Creative Leadership, 2017
Ancient Chinese philosopher Lao-Tzu is often credited with the phrase, "The journey of a thousand miles begins with one step." Unfortunately, he had nothing to say about which step was the right one. Your journey to be the leader you want to be begins here. "Lead 4 Success" sets your development as a leader on the right track,…
Descriptors: Leadership Training, Leadership, Leaders, Leadership Qualities
Zhao, Sophia; Puri, Sunil – Center for Creative Leadership, 2017
While more women than ever now participate in the paid workforce, it still can be hard to find women in top leadership positions. To understand why so few women are in top leadership positions, particularly in the Asia-Pacific region, the Center for Creative Leadership (CCL) set out to understand what factors help women achieve leadership…
Descriptors: Women Administrators, Females, Equal Opportunities (Jobs), Gender Bias
Mitchell, Michael T. – Center for Creative Leadership, 2017
Does innovation matter? In a 2015 survey, the authors asked the Center for Creative Leadership (CCL®) clients about innovation. Not surprisingly, nearly all of them--94%--said that innovation is important. People are living in a time when technology is advancing at a blistering pace, creating new possibilities for individuals and organizations…
Descriptors: Innovation, Interviews, Employers, Behavior
Clerkin, Cathleen – Center for Creative Leadership, 2017
"What Women Want" is a scientific study conducted in partnership with the Center for Creative Leadership (CCL®) and Watermark. The aim of this study is to help organizational decision makers better understand how--and why--to recruit, retain, and promote women in the workplace. This study included 745 leaders and aspiring leaders. On…
Descriptors: Females, Employed Women, Online Surveys, Women Administrators
Johansen, Bob – Center for Creative Leadership, 2017
Over the next decade, today's connected world will be explosively more connected. Anything that can be distributed will be distributed: workforces, organizations, supply webs, and more. The tired practices of centralized organizations will become brittle in a future where authority is radically decentralized. Rigid hierarchies will give way to…
Descriptors: Leadership, Futures (of Society), Administrative Organization, Literacy
Patterson, Tracy E.; Stawiski, Sarah; Hannum, Kelly M.; Champion, Heather; Downs, Holly – Center for Creative Leadership, 2017
Driving impact while managing resources are what most organizations strive to balance in their leadership-development efforts. Evaluation provides a practical framework for gathering and making sense of information to better manage resources while assessing the success of leadership-development efforts. This second edition of Evaluating the Impact…
Descriptors: Program Evaluation, Leadership Training, Program Effectiveness, Leaders
Mehta, Samir; Downs, Holly – Center for Creative Leadership, 2016
Technology has revolutionized corporate learning and leadership development. The number of organizations that use learning management systems is higher than ever before, and thanks to massive open online courses (MOOCs), small private online courses (SPOCS), microlearning, nanolearning, and other new media learning platforms, digital learning and…
Descriptors: Educational Technology, Technology Uses in Education, Large Group Instruction, Online Courses
Riddle, Douglas – Center for Creative Leadership, 2016
Many leaders recognize that coaching is more than a collection of effective techniques. This recognition has led them to strive for a corporate culture that reflects a coaching mindset and the kind of relationships that coachees find liberating. As many more leaders have experienced the benefits of coaching (by professional coaches or mentors) the…
Descriptors: Coaching (Performance), Organizational Culture, Administration, Mentors
Reinhold, Diane; Patterson, Tracy; Hegel, Peter – Center for Creative Leadership, 2015
In this white paper, Diane Reinhold, Tracy Patterson, and Peter Hegel assert that there is no magic bullet to ensure people apply what they learn. There are, however, steps that can be taken to create leadership programs, experiences, and supports that improve the likelihood that lessons will be learned and applied. Over time, new skills,…
Descriptors: Best Practices, Leadership Training, Learning Processes, Reinforcement
Naudé, Johan; Plessier, Florence – Center for Creative Leadership, 2014
Leaders wear multiple hats. Most leaders are comfortable with and effective in the role of managing their direct reports' day-to-day performance. However, many leaders are less clear about the role of developing their direct reports, particularly coaching for development. In CCL's experience, most people want their managers to coach them but say…
Descriptors: Leadership Responsibility, Leadership Qualities, Coaching (Performance), Guides
Van Velsor, Ellen; Wright, Joel – Center for Creative Leadership (NJ1), 2012
For a long time, leaders have asked the question, where will the next generation of leaders come from? And for a long time the same formula has been applied: Identify those high potentials in high school, college or in the workforce and provide that select group leadership development opportunities. One focus of the Leadership Beyond Boundaries…
Descriptors: Leadership, Sustainability, Futures (of Society), Talent Identification
Lamoureux, Kim; Campbell, Michael; Smith, Roland – Center for Creative Leadership (NJ1), 2009
Most companies have an opportunity to improve their succession management programs. The number one challenge for succession management (as identified by both HR leaders and executives) is developing a succession planning strategy. This comprehensive industry study sets out to determine how succession management (when done well) helps improve…
Descriptors: Management Development, Best Practices, Administrative Change, Organizational Change
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