Leading from the top down, Juliette Alban-Metcalfe, CEO of Real World Group, examines five critical
Leveraging the right leadership and culture for the fire service
In the first of a two-part article, Juliette Alban-Metcalfe looks at how enhancing leadership culture can have a transformational impact on what people are able to achieve at work allowing them to thrive despite increasing challenges on fire and rescue services.
Supporting fire service leaders to build a stronger culture
Leadership & Psychological Safety
The case for needing to make the working environment – whether physical, virtual or hybrid – ‘psychologically safe’ has never been stronger. This article describes the case for psychological safety and the role leaders play.
Surviving and thriving through Disruption: Building organisational and individual resilience in "the new normal."
Real World Group’s latest white paper in partnership with the PPMA addresses what can leaders do to increase productivity whilst preventing burnout, maintaining wellbeing, and increasing the engagement and resilience of employees.
Hybrid team leadership – a chance to up our game
So what does effective leadership of hybrid teams look like? This is the subject of in-depth research at Real World Group, building on our previous two decades of leadership and teamworking studies. While we are busy establishing through large-scale study what are the day-to-day leadership behaviours that enable hybrid working to produce the highest quality outcomes, here is what we have learned so far are the key guiding principles.
Successful hybrid working ‘requires personalisation’
The attitudes and values of leaders also needed to shift to enable successful hybrid working, said occupational psychologist and chief executive of leadership development firm Real World Group, Juliette Alban-Metcalfe.
Engaging Leadership – a better approach to leading a team?
Engaging Transformational Leadership is an approach to leadership that is conducive to good-quality care because it nurtures staff’s confidence, motivation, ability to work with others and willingness to innovate
Rethinking leadership assessment to reduce work-related stress
Published in Association for Coaching
Five principles of high-performing teams
In a volatile environment, organisations need teams that are engaged, productive and know what they’re working towards.
AI and leadership - getting it right
benefit from the efficiency and cost savings that AI can bring, however – as with any new innovation that is sweeping the world
– there is a risk this is the ‘in’ thing to do, and may often be pushed faster than is appropriate.
An honest look at Integrity
Published online in the CIPR Influence Magazine
Hitting the Wall
Why mindset matters when growth stalls
Diversity and the bottom line
Published in Natwest Content Live Magazine
How 360 degree feedback enhances leaders'success
Why leaders who undertake 360 are more equipped to thrive in organisations
CIPD report
CIPD report providing an overview of Engaging Leadership and its impact through practical application
How 360 degree feedback helps enhance your success as a leader
Development of a Private Sector version of the Engaging TLQ
Published in Leadership & Organization Development Journal
The Need to Get More for Less
Award-winning CMI Management Article of the Year
Engagement and Safety
Understanding the link between employee engagement and increased workplace safety
Lean and Engaging: A winning formula for sustainable success
How organisations must enhance engaging leadership to benefit from LEAN processes
Development of a New Transformational Leadership Questionnaire
Published in the Journal of Occupational and Organizational Psychology
Leading from the Top
How leaders can ensure the rail industry rises to today’s challenges
Reliability and Validity of the Local Government 360
Reliability and Validity of the Local Government 360
Cultivating Entrepreneurs with Vision
Municipal Journal article discussing leadership culture in today’s successful Councils
Engaging Leadership in CRTs: Longitudinal Study
Unique, longitudinal research demonstrating a direct, causal link between engaging leadership and team performance
Darzi and Leadership: Too important to get wrong!
Exploring how leadership directly contributes to quality of care for patients
Leading to Quality
Findings of a major regional study creating a new model of effective team working in the NHS
Transforming the Culture in the NHS
Health Service Journal article describing how effective NHS Boards lead, govern and work as effective.
Engaging Boards
The King’s Fund Leadership Review chapter exploring how Boards’ levels of engagement influence quality of care and employee wellbeing
Closing the Gap
Mayor of London published case studies from the City of London addressing gender equality
Effective Culture for Recruiting and Retaining Disabled Managers
Report published by the National Disability Authority, Ireland
I&DeA Prospects
Major study of barriers to career progression for diverse leaders in local government
I&DeA Perceptions
Exploring bias in performance appraisal by ethnicity and gender through 360-degree feedback
Engaging Leadership Part 1: Competencies are Like Brighton Pier
Leadership is much more than being competent as this article explains
Integrative Leadership, Systems Thinking and Wicked Problems
Published in The International Journal of Leadership in Public Services
Lean and Engaging
How organisations must enhance engaging leadership to benefit from LEAN processes
Cast in a New Light
People Management article exploring evidence for Engaging Leadership enhancing performance
The challenges of creating a genuine learning culture in organisations
Published online in the CIPR Influence Magazine
Boardroom leadership is the key to lower employee stress
Published online in Personnel Today
Cultivating Entrepreneurs with Vision
Municipal Journal article discussing leadership culture in today’s successful Councils
Levelling the playing field
Published on HRDirector
The Psychology of leading change in the time of Covid19
In this article we discuss some of the factors that those in leadership roles need to consider
when supporting their staff/colleagues in preparing for, coping with, and actively engaging in,
organisational change.
The good, the bad and the downright overdue
Published online in the HR Magazine
Leading to Quality
Findings of a major regional study creating a new model of effective team working in the NHS