The use of hiring algorithms willing to ‘explore’ job candidates with profiles that differ from past successful candidates increases the diversity of a firm’s workforce, a new study shows.
Leaders have different origin stories—the stories of how they became leaders. For example, some were thrust in leadership positions; others became leaders when they decided to start an initiative. A new study shows that origin stories legitimize leaders in their leadership roles and explain the variety of motivations, styles and personalities through which they enact those leadership roles.
An in-depth study of Huawei Technologies reveals how innovative organizational structures and radical leadership development strategies create a ‘super-fluid’ corporation ready to adapt to the challenges of continuously changing customer needs.
A new study building on leadership from an evolutionary perspective and exploring the needs of followers reveals that leadership is most in demand when a group needs to coordinate their activities, and when conflicts of interests threaten effective action by the group.
Societal expectations concerning gender and leadership attributes pull women leaders in opposite directions: if strong, they are criticized for not being empathetic or likeable; if empathetic, they are criticized for not being strong enough. The best women leaders thrive by managing these tensions through a paradox mindset.
Two academics argue that the current push for corporations to focus on nebulous stakeholder value rather than traditional shareholder value only provides cover for underperforming managers.
Self-imposed constraints undermine employers’ resolve to promote employee health and wellness. When employers fully accept the link between healthy employees and long-term profitability, the once insurmountable constraints can be quickly resolved.
The individual personalities of coachees impact the success of coaching interventions. Individuals who are open to the new and the different, who have low self-esteem and other low core self evaluations, or who tend to set goals focused on avoiding failure are those more likely to benefit from coaching.
Building on their own research and case studies, as well as the research of others, three experts in organization studies build a framework for organizational culture as a lever for change. At the heart of the framework is the concept of organizational culture as a ‘toolkit’ of resources.
Get a good night’s sleep before the big meeting, but better yet, get enough sleep every night, follow a routine, and don’t stay out late even if you can sleep in, according to an MIT study that furthers our understanding of the productivity benefits of sleep.
While high external performance expectations often improve performance, they can also have the opposite effect. Research shows that high-performance expectations can increase the embarrassment of those who experience early setbacks, reducing their motivation to persist and leading, ultimately, to failure.
Research shows that when faced with negative attention for their lack of diversity, companies strive to reach the level of diversity found in similar companies. Once they reach this threshold, however, they are satisfied and cease their diversity efforts. The result is an invisible cap on diversity imposed by social norms thresholds.
An experimental study of the decision-making process in cross-functional teams reveals the impact of leadership, or lack thereof, on the quality of the teams’ decisions and the satisfaction of team members with those decisions.
Research-based on Norway’s pioneering quota for corporate boards reveals the positive impact of demand-side pressure to resolve the gender gap in corporate top leadership—and the contribution gender differences bring to corporate strategies and outcomes.
Mentees with a growth mindset, mentors driven by empathy and a desire to give, and program administrators who invest in training for mentors and mentees on how to best leverage mentoring relationships are leading success factors for entrepreneurial mentorship programs.
Management controls can be used to overcome the challenge of aligning conflicting corporate strategies with functional tasks, such as new product development.
The best entrepreneurship education and training (EET) programs for women, especially in developing countries, focus not only on the program goals and its contents or curriculum but also on often-overlooked human factors — e.g. the intentions of the participants — and the contextual environment in which the entrepreneurs will be working.
Women mentors and mentees both benefit from their involvement in mentoring programs, acquiring a range of cognitive, skill-based, and affective-related learning — and to a lesser extent social networking skills.
Five practices for cross-functional teams, using a visual or conceptual illustration as a starting point for dialogue and solution-seeking, help team members share knowledge without emphasizing their differences.
A new study based on male teacher reactions to female principals — based on 40 years of data — sheds light on continued biases against female leaders in all industries and sectors.
Executives often flounder, unable to execute a strategic vision and lead their people as they battle other executives over conflicting goals and priorities. Manfred F.R. Kets de Vries shows how group coaching instills a team culture among executives that breaks the deadlock, creates alignment, and helps them fulfill their roles as leaders.
Although a health care organization improved its services significantly, and its reputation as a result, key stakeholders continued to mistrust the organization. A research study based on in-depth interviews revealed the disconnect between transactional-driven reputation and relational-driven trust.
Within limits, constraints on innovation have a surprising effect: they increase the likelihood of success. This positive impact disappears when constraints are excessive.
International expansion can be a fast-track path to lower profits as many companies ignore the complexity of operating in foreign markets. A step-by-step approach — expanding to new markets with operational complexity similar to the company’s current markets before attacking markets that are significantly more complex — is more likely to be successful.
Success was never permanent, but never more so than today. A new study quantifies just how quickly high-flying companies fall back into the pack, with some plunging to the depths of their industry sector in record time. However, with the right mind-set and strategic approaches, the competitive advantage of some companies persists.
Shareholder complaints reduce firm value. A study shows how firms successfully combat this effect by increasing their advertising. However, turning to advertising should not be the first step in response to what might be legitimate shareholder concerns.
A new study offers insights for detecting, preventing and mitigating online firestorms that result from negative word-of-mouth posts going viral in an online brand community.
