That strange sensation. That curious feeling that disappears instantly. That tightness in your neck. That shallow breath. That blocker in your thinking patterns. The repetitive and shallow nature of your thoughts in real time. That idea you believe, that you’re present, when really, you’re not….
Module 6 examined authentic and servant leadership as theories grounded in individual character, relationships, and virtue. Authentic leadership emphasizes self-awareness, balanced processing, relational transparency, and an internalized moral perspective. Servant leadership prioritizes followers’ needs, development, autonomy, and well-being. Although these theories offer valuable ideals, the…
In Module 5, we examined adaptive leadership as an expression of the complexity hypothesis and transformational leadership as an expression of the charisma hypothesis. Both theories explain organizational change, but the readings showed that leadership theories must also be evaluated for their assumptions about authority,…
OGL 530: Final Paper, Section 1: What is the leadership problem? Women’s underrepresentation in organizational leadership is commonly framed as a pipeline, confidence, or diversity problem. These explanations focus on the number of women available for leadership, women’s willingness to pursue authority, or organizational commitments…
OGL 568: Women and Leadership – Module 3 Film Analysis: SWIPED This film resonated deeply because of how real it was. I have seen it happen. There were so many relatable moments I have personally witnessed, not only in the workplace but in other business…
You’ve heard the message. Pick one thing. Obsess over it. Grind yourself to the bone. Success waits at the end, and it will be worth what it costs you. Every platform runs a version of this script. The founder who slept under his desk. The…
Week 4 of my journey through Critical Perspectives in Leadership The biggest takeaway I had from this module was realizing that leadership is not as objective as we often assume it is. Before this course, I tended to think of leadership theories as practical tools…
A short history of 1999, the year everyone became a genius In 1999, Barbra Streisand explained her investment strategy to Fortune magazine. She was a day trader. She told the interviewer she couldn’t stand seeing red in her profit column, and since she’s a Taurus,…
Four lessons from The Intelligent Investor that just played out in real time I’m working through The Intelligent Investor, Benjamin Graham’s classic with Jason Zweig’s modern commentary layered through it. This week’s reading covered what aggressive investors should never do, and one line I couldn’t…
Reflections from Critical Perspectives in Leadership, Module 3 The question of whether leaders are born or made turned out to be the starting point of Module 3, not the destination. The real work was questioning the assumptions underneath leadership theories themselves. Professor Kevin drove one…
What a name-swap experiment, some magazine covers, and a work experience taught me about the likability trap This is week two of my series documenting what I’m learning in my organizational leadership graduate program, and how it keeps colliding with my actual life as a…
I check this watchlist every day. Not to trade, I rarely touch anything. I check it the way you glance at a city skyline: to see what’s being built. One of the biggest lessons from two decades in the market is that you should know…
And on why radical candor gets all the attention. Radical receptivity is the other half nobody talks about. Tell me the painful stuff. Hit me straight in the gut. I ask these questions constantly. Not because I enjoy discomfort (or maybe I do), but because…
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Critical Perspectives in Leadership This course isn’t like most leadership courses. Instead of handing you models and frameworks to apply, it asks you to step back and interrogate where our ideas about leadership even come from: the philosophies, the assumptions, and the power structures underneath…