Articles
Dive into our latest articles exploring leadership, inclusion, and organisational development.
Why Most Reasonable Accommodations Still Miss the Point in Leadership and Workplace Learning
Reasonable accommodations are often treated as a way to help people fit existing workplace systems, rather than questioning whether those systems were designed inclusively in the first place. This article explores how meaningful inclusion moves beyond legal compliance by focusing on outcomes, strengths, participation, and redesigning environments so people can genuinely perform and thrive.
The Best Leadership Books in 2025/2026 Are Becoming More Human
Leadership is shifting away from command-and-control models towards more relational, psychologically informed, and human-centred approaches grounded in trust, communication, and emotional awareness. Leadership in Tune explores this shift through the Conscious Relational Impact (CRI) Model™, offering practical insights for navigating complexity, workplace relationships, and organisational change.
Leadership Content Is Everywhere; But Are We Actually Becoming Better Leaders?
Despite endless access to leadership content, many organisations still struggle with burnout, trust, and disengagement because information alone does not create leadership capability. Leadership in Tune explores a more relational and human-centred approach to leadership through the Conscious Relational Impact (CRI) Model™.
Leadership, Masculinity, and the Cost of Emotional Restraint By Thomas McCormack
An exploration of leadership, masculinity, emotional restraint, and relational leadership in Ireland and the UK. Thomas McCormack reflects on identity, workplace culture, vulnerability, and the hidden pressures many men carry in leadership.
Leadership Communication Is Less About Talking and More About Attunement
Modern leadership communication depends as much on relational awareness and trust as it does on words or presentation skills. Leadership in Tune introduces the CRI Model™ to help leaders navigate communication, conflict, and organisational dynamics through a more human-centred and intentional approach.
How to Improve Emotional Intelligence in Leadership Without More Training
Many leadership books for managers focus on strategy, delegation, productivity, or motivation. While these skills remain important, modern leadership increasingly requires something deeper: the ability to lead relationships, not just processes.
Best Leadership Books for Managers in 2025 & 2026: The Rise of Relational Leadership
Leadership in Tune explores relational leadership through the Conscious Relational Impact (CRI) Model™, positioning leadership as something shaped in the space between people rather than through control alone. The book examines how trust, communication, psychological safety, and human dynamics influence leadership effectiveness, team performance, and organisational culture in increasingly complex workplaces.
Why Most Leadership Books Focus on Control Instead of Connection
Modern leadership increasingly depends on trust, communication, and relational awareness rather than authority or control alone. Leadership in Tune explores how leadership succeeds or fails in the space between people, offering a more human-centred approach to leadership and organisational performance.
Why Emotional Intelligence at Work Does Not Always Improve Performance
Emotional intelligence supports effective leadership when it is applied through clear communication, accountability, feedback, and inclusive practice, not just awareness or empathy alone. The article explores how emotional intelligence becomes most effective when it helps leaders balance people, performance, relationships, and organisational systems together.
Navigating and Reducing Bias: The Workplace Experiences of Black Women and Black Female Leaders
Workplace bias against Black women affects hiring, promotion, and performance in organisations. This article explores intersectional bias, leadership challenges, and how organisations can redesign systems to align inclusion with organisational performance.