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Quiet Ego Leadership After Covid-19: Releasing Compassion, Confidence and Creativity

In: Leadership After COVID-19

Author

Listed:
  • Michael Chaskalson

    (Ashridge Executive Education at Hult International Business School
    Mindfulness Works Ltd
    GameShift)

  • Chris Nichols

    (Ashridge Executive Education at Hult International Business School
    GameShift)

  • Philippa Hardman

    (Ashridge Consulting
    GameShift)

Abstract

We take the system disruption of the COVID pandemic to be one case of a wider pattern of systemic disruptions that leaders will increasingly face. Our fieldwork observation of our clients’ responses to the crisis have showed us that some ways of leading work better than others in adaptive times. We have identified that less egotistic forms of leadership—which we call here Quiet Ego Leadership—help in forming agile and collaborative responses to systems shifts. This chapter describes the AIM model of Quiet Ego Leadership—Allowing, Inquiry and Meta-awareness—and shows how this type of leadership can be developed and applied in practice.

Suggested Citation

  • Michael Chaskalson & Chris Nichols & Philippa Hardman, 2022. "Quiet Ego Leadership After Covid-19: Releasing Compassion, Confidence and Creativity," Future of Business and Finance, in: Satinder K. Dhiman & Joan F. Marques (ed.), Leadership After COVID-19, chapter 5, pages 77-98, Springer.
    • Handle: RePEc:spr:fuobcp:978-3-030-84867-5_5
    DOI: 10.1007/978-3-030-84867-5_5
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