Vol. 3 No. 1 (2026): Learning to Lead

Executive coaching is widely used to build self-awareness, yet little is known about which conversational moves help leaders see their own behaviour more clearly. We analysed 160 recorded coaching sessions and linked them to multi-source feedback collected before and after twelve months of coaching. Sessions in which coaches asked reflective questions, offered specific observations and checked the leader's interpretation were followed by the largest gains in self-other agreement. Advice-giving showed no such pattern. The findings suggest that coaching works best when it slows judgement and in…

Public servants often notice problems long before they are corrected, but many choose to stay silent. Using survey data from 2,100 employees in 27 agencies, this study examines how ethical climate, supervisor behaviour and fear of retaliation shape willingness to speak up. A caring and rule-consistent climate predicted more reporting, while leaders who thanked employees for raising concerns raised reporting further. Perceived retaliation cancelled these effects. We recommend that agencies pair clear procedures with visible follow-up so that employees can see that speaking up leads to action.

Distributed leadership is popular in school reform, but its meaning varies across settings. We compare leadership practice in eighteen secondary schools using observation, network mapping and interviews with teachers and principals. Schools where leadership tasks were shared through clear roles and regular joint planning reported stronger collaboration and steadier improvement than schools where responsibility was simply delegated. Informal influence mattered as much as formal titles. The article offers a practical way to map who leads what, and it discusses when distribution helps and when i…

A review of a book arguing that humility, curiosity and plain speech make senior leaders more effective.