Your Campus Remote Work Policy Might Be Right But Not Good

May 24, 2022

We’ve had every wrench known to Home Depot thrown into the mix as campus leaders are working to telegraph the COVID-19 variant punches over the last few years.


What was expected to be a mass migration back to the happy office spaces last fall was halted as leaders protracted their work-from-home policies indefinitely into another miserable pandemic winter.


As spring winds down, you are once again preparing for what your new office environment will look like to start up the 2022-2023 academic year while praying not to lose any of your best talent, right?



What hangs in the balance is a ton of tension to manage. Many leaders I serve are scrambling to solve this conflict via fixed policies and practices designed to be RIGHT (efficient) but not always GOOD (effective).

What hangs in the balance is a ton of tension to manage. Many leaders I serve are scrambling to solve this conflict via fixed policies and practices designed to be RIGHT (efficient) but not always GOOD (effective).


I hear ideas from leaders across the country which are widely divided and (in my opinion) narrowly grounded in personal bias and views rooted in a pre-pandemic framework for how the work should be done.


Grounded Perspective

Gallup has been a trusted base for making sense of the mucky middle of these types of tensions for years. I have appreciated their most current study conducted to give voice to the needs and plans of more than 140,000 U.S. employees surveyed since the pandemic. These insights paint a vivid picture of how campus leaders might not want to FIX the problem but FLEX it to keep their best talent and attract more of the same in the year ahead.


Spoiler alert: Employees with the ability to work remotely universally desire a hybrid office environment, which allows them to spend part of their week working remotely and part in the office.


Hybrid work in the educational space is increasingly complex but can’t be set apart as a non-starter. Some campuses are mustering up the courage to take on a learning posture in this new reality. The following lessons will define our work lives for years to come. Ultimately, how a hybrid campus unfolds will depend on the capacity of work teams to be uber-clear about the work priorities and how leaders adapt to the changing needs of the learner experience.


Let me make a bold statement that will make half of you want to stop reading. I believe it is becoming shallow and a bit selfish to say that the work of education must be 100% on-site. Equally, I don’t think it is best practice to allow everyone to work and learn 100% remotely. It’s the middle ground where we will find leaders in the winner’s circle.


Based on Gallup’s insights, approximately half of the U.S. full-time workforce (representing about 60 million workers) report that their current job can be done remotely by working from home, at least part of the time. The new term for these workers is "remote-capable employees."


Before the pandemic, very few remote-capable employees worked exclusively from home (8%), while one-third had a hybrid work arrangement.


Then the pandemic hit, and most remote-capable employees were forced to work from home in some capacity.

Fast forward to the current day, most campuses are wondering what to do with this new group that CAN work from home. Those who are seeking to even the playing field are calling them back to campus.


When asked how these remote-capable employees desired to work into the near future, about 53% preferred a hybrid arrangement, and 24% would choose to work exclusively remote.


Nine in 10 remote-capable employees currently prefer some degree of remote-work flexibility in the future, and six in 10 specifically prefer hybrid work. Most employees have developed an affinity for remote-work flexibility that has matured into an expectation for those now coming into the workforce.


While permanent plans for remote flexibility are lagging in the educational space, more and more demand is trending in this direction.


What does this mean in the battle for talent? I suspect that many of your best talent on campus will not receive the flexibility they desire, and many (more) will leave.


Fact: Remote work isn’t a fad. It is here to stay, and hybrid work is the future for most remote-capable employees.


Working for a campus that doesn't consider the unique needs of remote-capable employees might create more inertia than engagement. When employees are required to work entirely on-site but would prefer to work hybrid or fully remote, employees experience:


  • significantly lower engagement
  • significantly lower wellbeing
  • significantly higher intent to leave
  • significantly higher levels of burnout


Counter Fact: To be fair, the long-term effects of mass-scale remote work in education are yet to be seen.


Nonetheless, attracting and retaining top talent amid today's "Great Reshuffling" of the workforce will require all campus leaders to address the remote-work question in a fluid, vs a fixed manner.


Failing to offer flexible work arrangements is a significant risk to campus hiring, employee engagement, performance, wellbeing, and retention strategies.


Why Hybrid?

Gallup asked remote-capable employees who prefer hybrid work why they desired this arrangement.

The most common responses won’t surprise you.


The top reason employees prefer hybrid work is to avoid commute time.


We all can agree that a large slice of the life pie is taken away from us in the time it takes to get ready for work, travel to the office, and return home every day.


The other key reason employees prefer hybrid work represents a strong desire for more personal freedom to work when, where, and how it best suits them. Their demands for better well-being, work-life balance, and flexibility represent a new "will of the workplace” that won't consent to the traditional office attitudes in the future.


For balance, the study also pointed out that remote-capable employees are increasingly isolated by the digital world and need to feel connected to their coworkers and their organization. There is a common agreement that connecting with the team and feeling a part of the campus culture is easier to experience in person.


Although remote employees enjoy their flexibility, four in 10 would give up some time at home to have in-person office experiences.


Overall, the top reason people want a hybrid work arrangement is to have the flexibility to manage their week while still feeling connected to their organization.


These sentiments align with adjacent Gallup research showing that achieving work-life balance and improved personal wellbeing are top reasons people would change jobs.


Hybrid work helps employees get the most out of their day while ensuring they feel connected to coworkers and the organization.


So, What’s the RIGHT and GOOD Response? 

For starters, campus leaders should delineate between the work.


What’s your team’s interdependent work?


What’s your team’s independent work?


Highly interdependent teams must stay tightly connected and rely on one another to work in a real-time/high-definition world. The more interdependent your teams are, the more explicit leaders must be about when work must be done collectively and on-site.


These teams require a certain amount of air traffic control and more face-to-face time to keep everything moving cohesively.

Conversely, when teams work independently (doing tasks that require less real-time collaboration and more asynchronistic focus), they can be given more autonomy and flexibility over work schedules.


In a hybrid environment, highly independent teams must double down on quality communication, ownership of performance outcomes, and team connection. Their most significant risk is working in isolation for too long or at the wrong moments. Highly independent teams also risk culture erosion and the neglect of remote-working coworkers.


While hybrid work schedules should look different by campus and team, it is universally important to keep assessing, adjusting, and reassessing how the current arrangement is working.


In the end, campus leaders who retain their best talent and attract more of the same will have apparent answers to WHY people should come into the office and HOW they should spend that time together.


Campus leaders are working to create firm ground for this new normal in the face of increasing volatility. It can be easy for leaders to get bogged down in policies and rules concerning hybrid work. Based on the needed efficiencies (right) and desirable effectiveness (good), the modern hybrid workplace needs to provide three things:


  • Productivity: Workplaces that execute upon 90-day priorities for all teams.
  • Flexibility: Workplaces that allow personalized work schedules that honor the remote-capable voice to thrive in life and work.
  • Connectivity: Workplaces that encourage the spirit of partnership, teamwork, and organizational culture


Here are a few recommendations to help campus leaders stay focused on what's essential while managing the tension of work triage.


Boost Productivity

Shape work strategies around objective productivity, not just policy compliance.

Now is the time to redefine what Higher Performance looks like for your team and how to best work together to achieve that vision. Ensure collective focus on the immediate performance outcomes and have the right tools for tracking your progress. Assess which team activities are best on-site and which can be done remotely.


 Consider the interdependency of the work. 

As previously discussed, when teammates are more interdependent, they need more coordination of schedules and time on campus. Team members are responsible for a mix of interdependent and independent work. These individuals should consider where they can best focus on their assignments and when they should be in the office to boost collaboration and team culture.


Boost Flexibility

Allow for flexibility within a framework. 

There is likely no single campus work policy that will be ideal for all teams. Allowing leaders some authority to individualize policies is necessary, given your campus' different kinds of work and life circumstances. It is also essential to set boundaries for when employees are expected to be in person and allowed to work remotely.


 Warning: Flexibility and autonomy can create ambiguity and coordination issues.


Experience (and the research) find that leaders communicate less frequently and effectively in the remote modality. However, hybrid team engagement can actually surpass on-site engagement when managers proactively check in with their teams multiple times per week. As flexibility increases, leaders need to increase communication about work priorities, progress, and handoffs between team members.


Boost Connectivity

Think virtual first. 

When team members in the office behave as if everyone is working remotely, remote workers are more likely to feel part of the team. For example, having laptops at team meetings, so everyone has an on-screen presence can create a more inclusive experience. Also, taking time to learn together is a great way to grow into a hybrid team.


Consider a few of our Higher Performance Team Workshops to sharpen your advantage and raise your team engagement. 


Give people a compelling reason to come to the office.


“I come to the office with a smile because of a policy,” said not one of your high-capacity team members. A policy is not an answer to why people should be working on campus. Leaders need to develop a compelling workplace value proposition representing the culture, benefits, and interactions your people will experience on-site.


Say Hello to the Modern Workplace


Saying your campus is a modern workplace is much easier than creating an effective one. Undoubtedly, hybrid work will be more challenging for leaders than their old ways of working. Flexibility for workers makes coordination difficult. Remote workers can feel neglected, technology requirements must change, and hybrid work will raise additional complex issues of trust, equity, and accountability.


Because of this, you might want to armor up and shut your eyes tight. However, "hybrid" isn’t just a work schedule or employee perk -- it's an entirely new way of working together.


Crafting an exceptional hybrid work experience (culture, not policy) will be worth it -- if you put in the hard work to make it worth it.


I have already seen the benefits for those who did it before the pandemic and are living it today with lines of people who are ready to fill open positions.


These exceptionally led hybrid teams tend to have more engaged employees, more intentional and meaningful interactions, and, ultimately, better flexibility to integrate work and home life.


All signs indicate that hybrid is fast becoming a new expectation of your high-capacity employees and teams.


I am fired up to experience the next chapter of this tremendous global work experiment and its impact over the next few years.


One Question

What valuable lessons did you and your team receive by working differently over these past two years?


One Challenge

I am encouraging (and challenging) every campus executive team to block off time this summer to critically think about your work triage assessed against your 90-day priorities. What work can be done independently? What work must be done interdependently? How can you boost productivity, flexibility, and connectivity?


The Research

Check out the Gallup article on hybrid workplace.



P.S. Here are the two best ways I can help you right now:


1) Get your FREE guide:  
5 Evidence-Based Practices to Reclaim More Team Engagement with Less Effort.
Download this free guide now. 


2) Schedule a Call:  
Let’s talk about the obstacles (and opportunities) that you & your team are currently facing.
Schedule a call with Joe.

More Blog Articles

By HPG Info April 29, 2025
33% of Your Revenue is Walking Out the Door Revenue Impact : A 33% student attrition rate within three years represents millions in lost tuition revenue and potential alumni giving. Competitive Advantage : Institutions prioritizing engagement over enrollment see 23% higher completion rates and improved rankings Resource Efficiency : Retaining existing students costs 3- 5x less than recruiting new ones Reputational ROI : Student engagement directly correlates with institutional reputation metrics and positive word-of-mouth The Enrollment vs. Engagement Challenge Campus executive teams across the country obsess over one metric above all others: enrollment numbers. They celebrate when headcounts rise and panic when they fall. But here's the fiscal reality that most leaders won't acknowledge: getting students in the door is not the real financial challenge in education today. The actual crisis? Students are leaving at alarming rates, and institutional leaders would rather invest in another expensive CRM system than confront the uncomfortable truth about why. Each 1% improvement in retention translates to approximately $300,000 to $500,000 in preserved revenue for a mid-sized institution. The Data Behind the Dropout Crisis The numbers tell a devastating story that translates directly to institutional financial health: According to the American Institutes for Research, on average, 23% of students don't return for their sophomore year, and an additional 10% leave before their junior year, resulting in a staggering 33% dropout rate over the first three years. The U.S. News data reveals that "in many cases, 1 in 3 first-year students or more won't make it back for their second year" with reasons ranging "from family problems and loneliness to academic struggles and a lack of money." Even at community colleges, which have seen improvements, retention rates hover around 55%, meaning nearly half of students drop out after their first year. For institutional advancement professionals, this represents not just lost tuition but also diminished lifetime giving potential, as non-completers are 76% less likely to become donors. The Uber Education: Real-World Impact on Institutional Reputation Let me share something that happens with alarming regularity. In my work, I travel to dozens of campuses each week to serve their leaders and teams. During these travels, I spend considerable time in the back of Uber and Lyft rides. I've developed a habit of asking drivers if they know much about the campus I'm visiting. Consistently—and disturbingly—drivers tell me they used to attend that very institution. When I ask why they left, about half cite straightforward economic reasons: "I couldn't afford it." But the other half? Their responses represent walking negative advertisements for your institution: "I felt invisible there." "I was just a number." "The faculty didn't treat me with respect." "Nobody seemed to care if I showed up or not." What's most telling? These former students are literally driving others to the very campuses they abandoned. In marketing terms, this represents thousands of negative brand impressions that no social media campaign can overcome. The Structural Challenge: Institutional Inertia Why do institutions continue pouring resources into enrollment while neglecting retention? The answer lies in structural challenges and institutional inertia that affect even the most well-intentioned campus leaders. The enrollment-fixated culture persists because it aligns with traditional budget cycles and reporting structures. Enrollment creates immediate revenue and impressive statistics for board meetings. It doesn't require the cross-departmental coordination and long-term metrics that effective engagement strategies demand. When retention initiatives require fundamental reassessment of how institutions operate—from teaching methods to student support systems—organizational inertia often redirects focus back to the familiar territory of enrollment metrics. The emotional and financial investment in "round-the-clock caffeine-infused enrollment hustlers" represents a deeply ingrained institutional tradition that, while understandable, is increasingly at odds with financial sustainability in today's competitive landscape. The Empathetic Reality Check for Campus Professionals Let's acknowledge a brutal truth: the structural challenges that create this situation are deeply entrenched and not easily dismantled. Decades of institutional history, financial models, and academic traditions have developed systems that naturally resist transformation. This isn't about assigning blame to campus leaders. Those I serve genuinely care about student success but find themselves constrained by systems that measure and reward the wrong things. The enrollment-obsessed culture didn't develop overnight, and it won't be overturned with a single initiative or program. What's encouraging, however, is that professionals who successfully lead engagement transformations report accelerated career advancement and professional recognition, as their institutions outperform peers on key metrics that boards and accreditors increasingly prioritize. A Practical 3-Step Path Forward: Proven Approaches for Immediate Implementation 90-Day Quick Start Timeline Days 1-30: Audit existing engagement data sources and establish baseline metrics Days 31-60: Implement pilot engagement initiatives in the highest-attrition departments Days 61-90: Present initial findings to leadership with ROI projections 1. Establish Engagement as a Core Metric with Proven ROI Real-world proof it works: Georgia State University transformed its retention rates by analyzing over 800 student data points to identify engagement risks early, helping more than 2,000 students stay on track annually. This initiative generated an additional $3 million in tuition revenue and significantly enhanced the institution's rankings. 5 Engagement KPIs That Predict Retention with 90% Accuracy: Learning management system activity (frequency and duration) Assignment completion rates Faculty interaction frequency Student service utilization Co-curricular participation When restaurant chains receive poor customer satisfaction scores, they often overhaul their menus and retrain their staff. When airlines receive low Net Promoter Scores, executives face increased scrutiny from the board. Yet when students express disengagement through course evaluations or by leaving, we rarely see comparable institutional accountability. Implementing these metrics has provided advancement opportunities for forward-thinking professionals across institutions. 2. Realign Resources and Rewards for Career Advancement Real-world proof it works: Purdue University's "Back a Boiler" income share agreement program directly aligns institutional financial incentives with student success—the university only succeeds when graduates succeed. Meanwhile, Arizona State University ties executive compensation partly to student progression rates, and leaders who implemented these approaches have seen significant professional advancement. The evidence shows that professionals who champion engagement-centered initiatives are 40% more likely to advance to senior leadership positions within five years, as these initiatives deliver measurable institutional improvements that boards recognize and reward. Executives who have implemented retention-based compensation models report that these approaches not only improve student outcomes but also enhance departmental collaboration and innovation, key skills that accelerate professional development. 3. Create Institutional Accountability for Engagement Excellence Real-world proof it works: Amarillo College restructured its leadership around a "No Excuses" poverty initiative, making student success the primary institutional accountability metric. This resulted in a tripling of graduation rates within five years. This initiative earned the college the prestigious Aspen Rising Star award, garnering national recognition for the leadership team. Valencia College's similar approach helped them win the Aspen Prize for Community College Excellence, significantly enhancing the professional profiles of key administrators. Institutions that implement engagement accountability frameworks see an average 12% improvement in key performance indicators within two years, creating tangible success metrics for professionals who champion these approaches. The Transformative Opportunity for Institutional Advancement The institutions consistently gaining market share in today's competitive higher education landscape share one characteristic: they've shifted from an enrollment-fixated culture to one that values engagement equally, unlocking substantial revenue preservation and enhancement. This isn't just about boosting retention rates; it's also about enhancing overall customer experience. It's about strengthening institutional financial sustainability while fulfilling the core mission of higher education: transforming students' lives through meaningful learning experiences. The most successful campus professionals of the next decade will be those who recognize that engagement metrics aren't just nice-to-have supplements to enrollment data—they're essential predictors of institutional viability. It's not just good educational practice—it's a sound business strategy for the increasingly competitive education industry. Implementation Resources 5 Key Engagement Metrics to Start Tracking Tomorrow:  Student-faculty interaction frequency Learning management system engagement Participation in high-impact practices Sense of belonging indicators Academic performance progression What will you do differently next quarter? References: American Institutes for Research. (2023). The Overlooked Challenge of Second- to Third-Year Retention. Assunção, H., et al. (2020). University Student Engagement Inventory (USEI): Transcultural validity evidence across four continents. Frontiers in Psychology, 10, 1–12. Kahu, E. R. (2013). Framing student engagement in higher education. Studies in Higher Education, 38(5), 758-773. National Student Clearinghouse Research Center. (2024). Persistence and Retention. U.S. News & World Report. (2025). University Rankings by First-Year Retention Rate.
By HPG Info April 23, 2025
Nine Standard Practices To Get You Started FOREWORD: THE LEADERSHIP DEVELOPMENT REALITY Let's face it: leadership development is a staple in every educational institution. While research suggests most programs produce minimal lasting impact despite their popularity, we continue to create them because, well, that's what everyone does. Organizations spend billions of dollars annually on leadership development with minimal return, yet the tradition persists. Every year, universities, colleges, and school districts introduce new leadership academies that appear well in promotional materials and annual reports. If you're looking to join this well-established tradition, this field guide provides a straightforward overview of the standard practices that will ensure your leadership program aligns comfortably within the realm of the average. THE AVERAGE LEADERSHIP ACADEMY EXPERIENCE: 9 STANDARD PRACTICES 1. Individual Skills Focus Most leadership programs naturally focus on individual skill-building rather than addressing systems or context. This is completely normal - after all, it's easier to talk about communication styles than to untangle complex institutional power dynamics. The Standard Approach : Develop a curriculum centered on generic leadership competencies that can be applied anywhere. Don't worry about your institution's unique challenges - keeping things general ensures participants receive the same experience they could get from any leadership book or YouTube video. 2. Presentations Over Practice While research suggests that most leadership development occurs through experience, the standard approach is to schedule numerous presentations and lectures. This is much easier to organize than messy real-world leadership challenges. The Standard Approach : Fill your program calendar with inspirational speakers, PowerPoint presentations, and group discussions. This comfortable format is familiar to everyone and requires minimal preparation beyond booking meeting rooms and warming the coffee. 3. Simple Satisfaction Surveys (Quick and Easy) Like most leadership programs, you'll want to distribute feedback forms at the end of each session. These provide immediate gratification and impressive quotes for your next brochure. The Standard Approach : Measure success through attendance rates and end-of-program surveys that ask participants if they "enjoyed" the experience. No need for complicated assessments of behavioral change - those are difficult and might not show the results you want. 4. Convenient Participant Selection Most programs select participants based on who is available, who has been waiting the longest, or who has the most seniority. This approach is standard practice and avoids difficult conversations about readiness or potential. The Standard Approach : Choose participants through a combination of self-nomination, seniority, and those who need a professional development opportunity for their annual review. This approach requires minimal effort and ensures a smooth workflow. 5. Event-Based Programming Despite evidence that leadership development is ongoing, most programs are designed as finite experiences with clear start and end dates. This is completely normal and aligns with academic calendars and budget cycles. The Standard Approach : Design your program as a series of scheduled workshops, culminating in a graduation ceremony. Once participants receive their certificates, your tour of duty is complete. 6. Comprehensive Content Coverage Typical leadership programs pride themselves on covering every timely leadership topic. The Standard Approach : Pack your program with numerous topics, theories, and guest speakers. The impressive stack of handouts and resources participants take home will feel substantial, even if they never refer to them again. 7. Universal Leadership Principles Most leadership programs rely on generic content that can be applied anywhere. This approach is common because it's much easier than customizing material for specific institutional challenges. The Standard Approach : Build your curriculum around timeless leadership concepts found in bestselling books. There's no need to address your institution's specific challenges - leadership is leadership, right? 8. Minimal Executive Involvement Leadership programs often operate with limited participation from senior leaders, typically relying on ceremonial appearances. This is normal - executives have many demands on their time. The Standard Approach : Invite senior leaders to make brief welcoming comments or perhaps deliver a session, but don't expect ongoing involvement. A quick photo opportunity at the graduation ceremony is the standard level of engagement. 9. Aspirational Standards It's perfectly normal to teach leadership approaches that don't align with how things actually work at your institution. Most programs promote idealized leadership that bears little resemblance to the messy reality of organizational life. The Standard Approach : Build your curriculum around leadership ideals that sound great in theory, even if they contradict how decisions are actually made at your institution. This gap between theory and practice is a familiar feature of most leadership development programs. THE ALTERNATIVE: BETTER PRACTICES OF LEADERSHIP DEVELOPMENT If you're actually interested in creating a leadership development initiative that delivers lasting impact, research suggests focusing on: Systems-Based Approaches that address organizational context alongside individual skills (Galli & Müller-Stewens, 2012) Experience-Driven Learning centered on real challenges rather than abstract concepts (McCall, 2010) Ongoing Development with coaching and application opportunities (Petrie, 2014) Meaningful Assessment that measures behavioral change and organizational impact (Avolio et al., 2010) Senior Leader Involvement that models and reinforces desired leadership behaviors (Gurdjian et al., 2014) A FINAL WORD: REAL LEADERSHIP DEVELOPMENT IS POSSIBLE We understand the challenges you face. Building effective leadership capacity while managing day-to-day operations is genuinely difficult. You're balancing competing priorities, limited resources, and increasing demands. Creating leadership development that produces lasting change requires thought, care, and expertise. The truth is that developing transformative leadership capacity is possible, but it doesn't happen through shortcuts or by following popular yet ineffective formulas. After working with hundreds of campus and district leaders across the country, we've developed a proven framework that transforms not just individual leaders but entire institutional cultures. JOIN THE LEADERSHIP & CULTURE {INSTITUTE} Develop the foundation and framework necessary to Become, Build, Lead, and MULTIPLY modern campus leadership development that works to scale and sustain across your entire organization. The Difference: Your people become YOUR GUIDES. Our 12-Month Leadership Experience includes: 1:1 Discovery and Natural Leadership Profile sessions for each leader Monthly world-class workshops (on-site or virtual) Comprehensive digital resource library Executive performance coaching Lead Team 360™ assessment Teams consistently achieve: Enhanced communication and trust Better team collaboration Stronger organizational alignment Restored team capacity Improved decision-making Reduced operational friction Intended results Don't settle for leadership development that merely checks a box when you can build genuine leadership capacity that transforms your institution. Ready to elevate your team's performance? Visit https://www.higherperformancegroup.com/lci to learn more about the LEADERSHIP & CULTURE {INSTITUTE}. The path to extraordinary leadership begins with understanding what really works. REFERENCES  Avolio, B. J., Avey, J. B., & Quisenberry, D. (2010). Estimating return on leadership development investment. The Leadership Quarterly, 21(4), 633-644. Beer, M., Finnström, M., & Schrader, D. (2016). Why leadership training fails—and what to do about it. Harvard Business Review, 94(10), 50-57. Conger, J. A., & Benjamin, B. (1999). Building leaders: How successful companies develop the next generation. Jossey-Bass. Day, D. V. (2000). Leadership development: A review in context. The Leadership Quarterly, 11(4), 581-613. Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014). Advances in leader and leadership development: A review of 25 years of research and theory. The Leadership Quarterly, 25(1), 63-82. DeRue, D. S., & Myers, C. G. (2014). Leadership development: A review and agenda for future research. In D. V. Day (Ed.), The Oxford handbook of leadership and organizations (pp. 832-855). Oxford University Press. Galli, E. B., & Müller-Stewens, G. (2012). How to build social capital with leadership development: Lessons from an explorative case study of a multibusiness firm. The Leadership Quarterly, 23(1), 176-201. Gurdjian, P., Halbeisen, T., & Lane, K. (2014). Why leadership-development programs fail. McKinsey Quarterly, 1(1), 121-126. Hess, E. D., & Ludwig, K. (2017). Humility is the new smart: Rethinking human excellence in the smart machine age. Berrett-Koehler Publishers. Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations (6th ed.). Wiley. McCall, M. W. (2010). Recasting leadership development. Industrial and Organizational Psychology, 3(1), 3-19. Petrie, N. (2014). Future trends in leadership development. Center for Creative Leadership.
Show More