Menzies Leadership Forum

The Answers to Your Leadership Development Questions: What constitutes truly effective leadership development? With an abundance of theories, frameworks, and methodologies available, how can we discern which approaches are most effective—and in what contexts? More critically, how do we measure genuine developmental progress in leaders? In this episode of Talking Leadership Development, we present key insights from the February 21st webinar. Hosted by Toby Newstead, PhD, the conversation involved leading scholars and experienced practitioners who engaged in a rigorous discussion on these pressing questions. Whether you are responsible for designing leadership programs, teaching leadership, developing others, or enhancing your own capabilities, this conversation offers research-driven perspectives and practical strategies to elevate leadership development in complex and evolving environments. Hosted by Dr Toby Newstead from the University of Tasmania, the panel included Dr. Ruchi Sinha from Nanyang Technological University Singapore; Dr. Scott Allen from Cox School of Business Executive Education, Southern Methodist University; Prof. Ronald Riggio from Kravis Leadership Institute - Claremont McKenna College

Episode seven: Systems-Based Approaches to Fostering Leader and Leadership Development, featuring Professor Katherine Daniell, Director of the School of Cybernetics at The Australian National University & Professor David V. Day, Professor of Psychological Science & Leadership, Academic Director of the Kravis Leadership Institute at Claremont McKenna College.  In this episode of the Leadership Navigating Complexity podcast, host Dr. Aiden Thornton speaks with Professor Katherine Daniell & Professor David V. Day. The conversation focuses on the distinctions between leader and leadership development, and between event-based, practice-based, and systems-based approaches to development. David highlights that while traditional leadership development focuses on individuals, effective leadership development should aim to enhance the collective capacity of groups or organisations, especially in addressing complex challenges. Catherine echoes this viewpoint, noting that her cybernetics program focuses on collective development, selecting entire cohorts rather than individuals to foster systemic change. Dr Aiden M. A. Thornton from The Australian National University (ANU); Professor Katherine Daniell from the School of Cybernetics at The Australian National University; Professor David V. Day from Kravis Leadership Institute at Claremont McKenna College Professor David V Day: https://www.mdpi.com/2076-328X/14/7/548 The ANU's perspective on cybernetic leadership: https://cybernetics.anu.edu.au/projects/cybernetics-leadership/

In this engaging discussion, Dr. Matt Barney, an award-winning organizational psychologist and founder of TruMind.ai, teams up with Professor John Antonakis from the University of Lausanne. They delve into the complexities of measuring leadership, debunking common biases that cloud perception. Dr. Barney reveals how AI innovations are revolutionizing leadership assessments, while Antonakis emphasizes the critical role of charisma. The conversation further explores the fusion of mental intelligence and emotional insights in redefining leadership effectiveness.

Episode Five: The Neuropsychology of Complexity Leadership, featuring Dr Jess Herrington, Neuroscientist and Futures Specialist at ANU School of Cybernetics, The Australian National University. In this episode, the discussion delves into the fascinating intersection of neuroscience, leadership, and complexity. Dr Herrington brings her expertise in visual neuroscience to explore how the human brain processes patterns, textures, and the impacts of neurodegenerative diseases such as Parkinson’s. The conversation shifts to the intricate ways leaders’ brains manage complexity, focusing on the critical roles of the prefrontal cortex, thalamus, and basal ganglia in metacognition, decision-making, and inhibition. This episode also examines how stress influences problem-solving, emphasising the delicate balance between maintaining cognitive engagement and avoiding overwhelm. By understanding these dynamics, leaders can optimise their executive functioning and navigate complex challenges more effectively. Whether you’re a leader, a neuroscience enthusiast, or simply curious about the brain’s role in tackling complexity, this episode will inspire you to think deeply about how we approach leadership in an interconnected world. Dr Aiden M. A. Thornton from The Australian National University (ANU); Dr Jess Herrington, Neuroscientist and Futures Specialist at ANU School of Cybernetics, The Australian National University.

"Challenges & Opportunities in Developing Leadership" What stands between us and more effective leadership development? From the research-practice gap to emerging challenges like generative AI and leader burnout, traditional approaches are being tested like never before. Leading academics and seasoned practitioners unpacked critical challenges in leadership development and revealed promising ways forward. Hosted by Toby Newstead, PhD, the discussion delves into how leadership development, according to the panellists, must go beyond surface-level skills to embrace a deeper sense of purpose, empathy, and collective responsibility. It’s about navigating complex social and organisational challenges with a strong sense of purpose and accountability. Hosted by Dr Toby Newstead from the University of Tasmania, the panel included Professor Michelle Ryan, Gender Equality Expert, Professor of Social and Organisational Psychology; Dr Tomas Remenyi, Science Translator & Climate Scientist; Sara Redman, Leadership & Culture Consultant; Prof. David Day, Professor of Psychological Science and Leadership

Episode Four: Bridging Theory and Practice in Complexity Leadership, with Professor Christopher Pietroni & Dr Rachel Lilley In this episode of the Leadership Navigating Complexity podcast, host Dr. Aiden Thornton speaks with Professor Christopher Pietroni and Dr Rachel Lilley about whether leadership truly makes a difference, particularly in the context of global populism and its impact on organisational narratives. The discussion delves into how leaders often resort to simplified, comforting messages to address complex issues, exploring the implications of this trend on both political and organisational levels. They examine the need for leaders to balance simplicity and complexity in communication, emphasising the importance of revealing genuine dilemmas to engage their teams effectively. Dr Aiden Thornton from The Australian National University (ANU); Professor Christopher Pietroni from University of Birmingham; Rachel Lilley from University of Birmingham

Episode Three: Real-World Examples of Complexity Leadership, with Jackie O’Dowd, Founding Partner/CEO of Realising-Potential In this episode of the Leadership Navigating Complexity podcast, host Dr. Aiden Thornton speaks with Jackie O'Dowd, CEO of Realising Potential, about complexity leadership and its practical applications in today’s business environment. Jackie shares her insights on the challenges faced by senior leaders, emphasising the struggle to align strategies, engage employees, and deploy technology effectively. She discusses the paradox leaders encounter between maintaining current customer satisfaction while preparing for future demands. Dr Aiden Thornton from The Australian National University (ANU); Jackie O’Dowd from Realising-Potential

Episode Two: The Fundamentals of Complexity Theory, with Shannan Distinguished Professor Geoffrey West In this episode, host Dr. Aiden Thornton explores the fundamentals of complexity theory with Shannan Distinguished Professor Geoffrey West. The conversation highlights the importance of understanding complex adaptive systems—networks with many interconnected parts that exhibit emergent properties. West emphasises that these systems, such as cities, are more than just the sum of their individual components. He also discusses the Institute's unique structure, which fosters interaction among a small group of scholars and visitors, allowing for dynamic exchanges of ideas without the rigidity of tenure. Dr Aiden Thornton from The Australian National University (ANU); Shannan Distinguished Professor Geoffrey West

Episode One: Introduction to Leadership and Complexity, with Dr Kerry Elliott & Associate Professor Alessandra Capezio In this episode, host Dr. Aiden Thornton delves into the concept of complexity leadership with guests Dr. Kerry Elliott and Alessandra Capezio. Together, they explore how leadership has evolved to address today’s interconnected challenges, underscoring the importance of collective approaches and adaptive skills. Their conversation highlights the need for innovative tools and strategies to navigate complex environments, setting the foundation for deeper insights in the episodes to come. Dr Aiden Thornton from The Australian National University (ANU); Dr Kerry Elliott from Australian Council for Educational Research; Alessandra Capezio from The Australian National University (ANU) 

"Leadership Development for What?" What are we developing leaders to be or do? When/where/how do we distinguish between educating, training, and developing leaders and/or processes of leadership?  This podcast adaptation delves into the complexities of leadership development, posing the critical question: "Leadership development for what?" With global investments in leadership programs, panellists explore the ultimate purpose behind them, considering whether the goal is personal advancement, organisational growth, or driving social change. Featuring perspectives from leadership scholars, Indigenous educators, and practitioners, the discussion emphasises the importance of mentorship, values-driven leadership, and addressing real-world issues like equity, justice, and climate action. The podcast challenges the status quo, calling for leadership development to be more inclusive, purpose-driven, and focused on creating meaningful impact in today’s complex world. Hosted by Dr Toby Newstead from the University of Tasmania, the panel included Dr Michael Lickers from Royal Roads University; Liz Gillies from the Menzies Foundation; Will Smith from JCP Youth; Herman Tse from Monash University & Harvard Business Review; and Suze Wilson from Massey University School of Management.