Nature vs nurture. There has been much conjecture over the relationship between these two concepts, especially in relation to criminality or misdeeds. When a shocking crime story hits the headlines, the first place the tabloid media goes to in order to craft a story is often the family of the alleged perpetrator, to discover how the villainous character was shaped by his or her upbringing.
If this doesn't turn up anything interesting, then the individual is simply written off as a bad apple.
But is character not more complex than this?
There are few things in this life as divisive as sports. On the one hand, you have the die-hards whose lives hang on the results of the Socceroos or the Wallabies.
Of course, sports provide great entertainment for many (not for all, certainly) and even offer fabulous wealth for the lucky and talented few, but their worth goes far beyond this.
As human beings, we are tuned into what is right and wrong. The philosophy of ethics – a forum in which names like Immanuel Kant, Jurgen Habermas, and Jeremy Bentham, can wrestle for ownership of our minds.
It's difficult to argue with the fact that we are in a productivity-obsessed working culture. Every day, we are bombarded with proofs and demonstrations of great things our peers have achieved, and we are deluged by productivity apps and other quick fixes aimed at making us into better, more valuable co-workers, friends, family members, even just people.
The "psychological climate" in the workplace is such a big part of life for millions of people across Australia, and its positive or negative implications can be huge.
Interview situations require us to spin our skills and our attributes to make ourselves more appealing. Negotiations often hinge upon how well we can put our views forward and be unwavering all the while presenting a charming exterior to partners and opponents alike. In fact, most tasks in the workplace are based upon us acting a certain way -- being a certain type of thing -- or at least that seems to be the consensus view.
Australia is a democracy. It may not be a perfect democracy -- what is perfection, after all? -- but it is a democracy nonetheless. This may mean different things to different people, but, at its heart, democracy means conversing, listening, understanding, and reaching a consensus on the best course of action for society -- a consensus that represents the broader needs of all of our citizens.
One thing that unites us is receiving a ‘telling off’. Every one of us — from the straight A students to the young rebels — has been on the receiving end of a stern ticking off at some time or another in our childhood, perhaps from a teacher, a parent, or another member of our community. So today we explore what happens when we don't do as we're told (and so we do nothing) and how does this dissonant leadership style affects our next generation of leaders.
Leadership is - and has always been - about finding the balance between continuity and change. As leaders, across all spheres, it is valuable to recognise what is working, and what needs to be altered to achieve the right outcomes for all.
Compassion - and a sense of empathy and responsibility are the ingredients for a functioning society. This is true for all members of our human community, on a macro global level as well as a micro level within our own social groups and family units.
There are three key attributes that can help leaders take steps towards resonance, helping them to avoid the pitfalls of 'sacrifice syndrome'.
We can observe that dissonant leadership styles contribute to stress and anxiety within the groups they are supposed to serve. Structures of authority are reinforced, and a climate of fear ensures that ‘things get done’. There is no warmth or togetherness. There is only the threat of
Many of us will never experience the weight of responsibility which comes with leading an organisation like the Red Cross. However, most of us will find ourselves in a position in which strong leadership is necessary, whether this is in the workplace, in public office, or within our own homes or social groups.
There are different definitions of social intelligence, and various theories surrounding its usage. One of the most pervading theories, however, has been put forward by Dr. Karl Albrecht, a management consultant and founder of the Karl Albrecht International Academy. He describes the social intelligence of people as existing somewhere between nurturing and toxic.
When we consider what it means to be a successful leader in business, traits such as 'drive', 'determination', and a 'will to succeed' crop up again and again. However, these positive attributes cannot exist in isolation.