An important element of professional leadership development is making time to reflect on ones own strengths and areas for improvement. This can be done through self-reflection, inviting feedback from relevant others, taking part in formal feedback processes and ensuring regular exposure to management and leadership research and discussions. Following is a list of possible options to support your professional journey.



Mini360 Management Tool - Eight Steps to Success by Maree McKeown

The Extraordinary Leader: Jack Zenger & Joe Folkman

Women in Leadership

Wife Drought: Annabel Crabb


Turning Learning into Action: Emma Weber


Collins, J. 2001 ‘Level 5 Leadership: The Triumph of Humility and Fierce Resolve’ Harvard Business Review

Fox, C. 2010 “Mythbusters – ‘Seven Myths about Women and Work,’ Financial Services Institute of Australia

Goleman, D. 2000 ‘Leadership That Gets Results’ Harvard Business Review

Metcalf, L & Benn, S 2013, ‘Leadership for Sustainability: An Evolution of Leadership Ability’, Journal of Business Ethics, vol. 112, no. 3, pp. 369-84.

Quinn, L & Dalton, M 2009, ‘Leading for sustainability: implementing the tasks of leadership’, Corporate Governance, vol. 9, no. 1, pp. 21-38.

Kotter, JP 1995, ‘Leading Change: Why Transformation Efforts Fail. (cover story)’, Harvard Business Review, vol. 73, no. 2, pp. 59-67.

Van der Heyden, L 2015, ‘ What’s Keeping Women From Corporate Heights?

Reading options for busy people

Business Book Summaries: Get Abstract

Audible Books: Amazon


Magazines provide an entertaining and time-efficient avenue for accessing a broad array of topics. Be mindful of reading with a purpose in mind and an action to take away rather than just reading without considering how the information can enhance your workplace success.

Management Today: Managers and Business Leaders

Human Capital: HR Professionals

In the Black: CPA Australia


Harvard Business Review: Case Studies and Articles

Transfer of Learning


TED, ideas worth spreading: learn from the masters

What to read: There is no one path to building knowledge and skills, but a mindful approach certainly helps. Ask yourself the purpose behind wanting to read a particular book: Is it to gain knowledge for knowledge’s sake? Is it to create behavioural change for yourself and your team? Is it to prepare you for an advanced leadership role? Are your current gaps related to people leadership, strategy development, technical acuity in your field…? Take time to consider your needs before plunging into a book that you may never finish or that, in hindsight, was not the best use of your reading time.

Complexity Leadership Theory (CLT), Maree McKeown 2012

Traditionally leadership research has been largely influenced by 17th century Newtonian physics (M.J. Wheatley, 2006) with leaders deemed responsible for determining and directing the future based on the premise future states are predictable and controllable. With revolutionary new thinking in the physical sciences showing future physical states are not as predictable or controllable as was once believed complete scientific paradigm shifts have occurred. Central to these shifts has been the development of chaos and complexity theories. Chaos theory in the West developed from the 1960s work of meteorologist Edward Lorenz providing a mathematical framework to show complex systems approximate replicable patterns of behaviour as time passes, however, small deviations from the original pattern cause ever-increasing deviations so that future behavioural outcomes cannot be accurately predicted (Palmer, 2008)...

The Sad Tale of the Trusting Chicken


A farmer gets up every morning at 7:00 and takes a bucket of chicken feed to the coop at the bottom of the garden. Every morning a happy chicken runs out to meet him and be fed. This happens every single morning without fail for several year’s. Then one morning, the farmer walks down the path, the chicken runs out to greet him, the farmer reaches down, picks it up, and wrings its neck.

Russell asks: How do we know, when we trust the laws of nature to keep operating in the future as they have in the past, that we aren't in the same position as the unfortunate chicken?

Women Leaders - The Gender Trap

In cultivating their leadership style, women have to be conscious of which traits they cultivate and which ones they suppress. 
Compared to their male counterparts, there are sharp differences in what they are expected to show and what they can “get away with”.
A common fallacy among some female executives is that they need to act like men to get ahead in organizations. But from our systematic work with executives on Switzerland’s Institute for Management Development (IMD) all-female Strategic Leadership program, the answer is not so straightforward. The challenge is actually two-fold: women must live up to collective expectations of what makes a leader, while at the same time remaining true to certain gender expectations.

Culture and Leader Effectiveness - The Globe Study

Background: The "Global Leadership and Organizational Behavior Effectiveness" (GLOBE) Research Program was conceived in 1991 by Robert J. House of the Wharton School of Business, University of Pennsylvania. In 2004, its first comprehensive volume on "Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies" was published, based on results from about 17,300 middle managers from 951 organizations in the food processing, financial services, and telecommunications services industries.
A second major volume, "Culture and Leadership across the World: The GLOBE Book of In-Depth Studies of 25 Societies" became available in early 2007. It complements the findings from the first volume with in-country leadership literature analyses, interview data, focus group discussions, and formal analyses of printed media to provide in-depth descriptions of leadership theory and leader behavior in those 25 cultures.

Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era

Leadership models of the last century have been products of top-down, bureaucratic paradigms. These models are eminently effective for an economy premised on physical production but are not well-suited for a more knowledge oriented economy. Complexity science suggests a different paradigm for leadership—one that frames leadership as a complex interactive dynamic from which adaptive outcomes (e.g., learning, innovation, and adaptability) emerge. This article draws from complexity science to develop an overarching framework for the study of Complexity Leadership Theory, a leadership paradigm that focuses on enabling the learning, creative, and adaptive capacity of complex adaptive systems (CAS) within a context of knowledge-producing organizations. This conceptual framework includes three entangled leadership roles (i.e., adaptive leadership, administrative leadership, and enabling leadership) that reflect a
dynamic relationship between the bureaucratic, administrative functions of the organization and the emergent, informal dynamics of complex adaptive systems (CAS).