On the inner calling, the awakening of meaning, and the art of living life to the fullest — guided by the ancient figure of the uātēs.
summary: On the inner calling, the awakening of meaning, and the art of living life to the fullest — guided by the ancient figure of the uātēs.
In agile organizations, leadership requires more than strategic insight. Moral courage is the quiet compass that offers direction amid uncertainty and pressure, rooted in values that do not shift with the demands of the day.
summary: Leadership with moral courage emerges in quiet choices and shared responsibility. By staying true to what is essential, even when it provokes tension, leaders and teams create a culture where doing what is right matters more than doing what is easy.
Leadership shapes culture and is simultaneously shaped by it. This longread explores the undercurrent of organisations as the subtle field where true transformation takes place – relational, meaningful and from within.
summary: Culture is not a backdrop but the living pattern of relationships, stories and habits that shape organisations. Leadership that seeks to transform it must begin with inner work, relational quality and a willingness to engage the undercurrent. This longread is an invitation to meaningful transformation.
In agile organizations, ownership is not about tasks but about connection. This post explores how freedom and meaning together create a culture of responsibility that makes the organization agile from within.
summary: Ownership grows in the space between people. Where freedom is paired with discipline, and connection to the greater whole is natural, the energy that fuels agile organizations emerges.
In agile organizations, leadership is not about having all the answers, but about creating space for collective inquiry, trust, and renewal.
summary: Agile leaders create space, ask questions, and build trust. Their authority rests on presence and authenticity, not on position or control.
In agile organizations, decision-making shifts from a top-down directive to a living, participatory practice. This post explores how transparency, shared responsibility, and collective intelligence create the conditions for decisions that are both adaptive and deeply connected to purpose.
summary: Agile organizations thrive when decision-making becomes a shared journey. By making underlying assumptions visible, inviting dissent, and weaving perspectives into a sharper collective view of reality, leaders create space for trust, adaptability, and a sense of ownership across the whole.
Psychological safety is the foundation of every learning organization. This post shows how trust and vulnerability lead to reflection, collaboration, and sustainable development.
summary: Where trust prevails, people dare to speak up, learn, and grow. Psychological safety creates space for honesty, curiosity, and collective progress.
This article outlines an integrated vision on leadership and cultural development within learning programmes. It centres on relational quality, co-creation, psychological safety, and the importance of collective learning processes as drivers for sustainable transformation.
summary: Effective organisational development requires leadership that offers meaning, a culture that supports learning, and programmes that enable co-creation, safety, and transformation from within. This vision places the learning journey of both individuals and collectives at the heart of change.
Without psychological safety, agility remains a technical ambition. This post shows how safety in teams and leadership lays the foundation for learning, collaboration, and shared growth.
summary: Agility begins with trust. Psychological safety makes it possible to share mistakes, use tensions constructively, and learn and grow as an organization.
Narcissistic leadership is more than a personality trait — it's a systemic risk. This article explores how narcissistic leadership styles erode trust, damage team morale, and undermine long-term organizational health.
summary: Narcissistic leadership often comes disguised as confidence and charisma — but behind the façade lies a dynamic of control, fear, and dysfunction. In this blog, René de Baaij unpacks the patterns, risks and long-term impact of narcissistic leaders on culture, performance, and employee wellbeing.
Contact:
mail: rene@dbvp.nl
René de Baaij: +31(0)641924275
Adres:
Jonkershof 16
6561 AL Groesbeek
Nederland
DBVP trademark, Photo's and Text propriety of: De Baaij, Verbeeten & Partners BV. ALL RIGHTS RESERVED
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