Learn why resilient leadership is important and 8 steps that will help you enhance it, in both your personal and professional life.
Research defines hope as a capability that keeps people moving during uncertainty. Here’s why it deserves a place in how organizations develop leaders.
Article in theHRDirector featuring insights from Diane Bergeron, Senior Research Scientist, on how organizations should shift their understanding of bereavement to a more leadership-focused lens.
Article in HR News featuring insights from CCL Senior Research Scientist Diane Bergeron on how leaders and organizations can improve support for bereaved employees.
Watch this webinar to learn practical strategies for sustaining resilience, building psychological capital, and strengthening your impact as a leader in complex environments.
Good intentions aren’t enough. Our research on bereavement at work reveals the gap between what leaders mean to do and what grieving employees actually need.
Psychological capital — hope, self-efficacy, resilience, and optimism — is the fuel leaders need to navigate disruption and complex demands. Discover how it drives performance and grows through coaching and leadership development.
It may seem like a paradox, but can we garner the benefits of servant leadership (and make it more sustainable), by encouraging leaders to take care of themselves first, in order to serve others more effectively?
Self-care and resilience are important, but not enough alone. Learn how leaders can support true employee wellbeing, and why that helps strengthen the fabric of the entire organizational culture.
When bad things happen, rely on these 3 best practices for resilience in leadership that will help you respond more effectively to unexpected challenges in your personal and professional life.