leadership

Last week’s Labor leadership change has thrown light on some of the key behavioural biases at play in decision-making.

As leaders we like to believe we ‘make’ decisions and that they’re rational.

When the numbers are so low to begin with, it’s easy for progress on women in leadership to take a significant turn for the worse with just a couple of resignations.

You’ve heard the term ‘a born leader’? Whilst leadership skills can be innate, there are skills and attributes that can be learnt and developed.

‘Executive presence’ plays a part in why people get promoted.

An unproductive, stressed team is often fragmented, unmotivated and lacking direction with unhealthy thinking patterns that block effective collaboration.

I’m the youngest of three children.

The recent experiences of Julia Gillard and Sophie Mirabella got me thinking about the way women in leadership roles can be treated and how they manage this treatment.

There are 71 people on Forbes‘ annual list of the most powerful people in the world released today; just six of them are women.

Julia Gillard is seriously tough.

Accounts in the media over the past week explain, or rather rationalise, the downfall of our first female Prime Minister.

Labor’s new deputy leader in the senate, Senator Jacinta Collins, is an example of a woman who knows an opportunity when she sees one and the need to put her hand up to grab it.