leaders

Milan

8 April 2014

Understanding change. Opportunities and risks for leaders in an era of uncertainty and complexity

The title of this event yielded three key words for a debate on modern leadership: change, uncertainty and complexity. The proceedings got underway with the observation that any discussion of change entails assessing the various geographical and temporal factors that are increasingly impacting personal and professional life. Twenty years ago, the reach of professional activities was limited to the West, whereas today it is extending more and more towards emerging countries.

Rome

5 March 2013

The Aspen Institute Italia Great Conversation

This event, organized in conjunction with The Aspen Institute, was modeled on the US Institute’s Aspen Seminar program, its first initiative that continues to be its flagship today. Discussions at the Great Conversation centered on the type of leadership model that those in attendance found inspiring. In particular, two different styles were compared: the first based on the emotional energy that a leader is capable of imparting to others, and the second aimed at striking a balance that captures the essence of the various possible options.

Rome

8 November 2013

Creating excellence. Strategic choices and indispensable resources for educating leaders

The title of this 12^th Annual Conference of the Aspen Junior Fellows group was conceived as embodying the Aspen Institute’s core mission, namely, that of promoting and instilling values-based leadership. The theme of this year’s session was chosen with a view to specifically focus on the growing international dimension of knowledge, and to examine whether a multidisciplinary knowledge model (of the European humanist tradition) or a specialized knowledge model is to be preferred.

Rome

29 November 2011

Leadership: new models and values to enhance competitiveness

The discussion at this meeting of the Former Aspen Junior Fellows got underway with the observation that leadership, unlike management, is not a matter of technique. It is thus a rare quality, and, in the view of some the participants, difficult to instill. Nevertheless, by anticipating the future and capitalizing on past experience, leadership is crucial for progress. The historically-enduring values of leadership are well-recognized, namely: credibility, integrity and responsibility.

Rome

11 November 2010

Leadership: new models and values to gain competitiveness

“Today, people are much more crucial to competitiveness than in the past; and when you talk about people, you’re talking about values”. This observation by Ennio Presutti, entrepreneur and manager who was one of the co-founders of Aspen Institute Italia, provided the starting point for a debate focusing on new models for effective and ethical leadership in a globalized world.