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Integrity: A New Model [Video]

Watch Dr. Michael Jensen, Werner Erhard and colleagues discuss the new model of integrity, where integrity is a matter of a person’s word – nothing more and nothing less – and it’s impact on our ability to be a leader and exercise our leadership effectively.

The Ontological / Phenomenological Model: Being vs. Knowing [Video]

There’s such a strong focus today on how much we know. We’re paid for our ideas, counted on for our knowledge and required to add to what we know from a very young age. When it comes to our leadership, how does what we know about leadership makes any sort of difference in our effectiveness as a leader?

Creating Leaders Events: A New Model – Berkeley & Chicago

An evening hosted at the University of California, Berkeley and the University of Chicago: Original thinkers Professor Michael C. Jensen and Werner Erhard explore the topic of ‘creating leaders’ and the access to being a leader and the effective exercise of leadership as one’s natural self-expression.

Putting Integrity into Finance: A Purely Positive Approach

The seemingly never ending scandals in the world of finance with their damaging effects on value and human welfare argue strongly for an addition to the current paradigm of financial economics. We summarize here our new theory of integrity that reveals integrity as a purely positive phenomenon with no normative aspects whatsoever. Adding integrity as a positive phenomenon to the paradigm of financial economics provides actionable access (rather than mere explanation with no access) to the source of the behavior that has resulted in those damaging effects on value and human welfare, thereby significantly reducing that behavior.

Creating Leaders: An Ontological / Phenomenological Model

How does one teach leadership in a way that not only informs [students] about leadership but also transforms them into actually being leaders?” That is the question asked by the editors in the introductory chapter of the book “The Handbook for Teaching Leadership: Knowing, Doing, and Being”. In this paper (which appears as Chapter 16 in that book) the authors define a new approach to creating leaders; an approach that focuses on the being of being a leader and the actions of the effective exercise of leadership.