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.
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 avoid goals are those more likely to benefit from coaching.
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.
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.
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.
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.
Within limits, constraints on innovation have a surprising effect: they increase the likelihood of success. This positive impact disappears when constraints are excessive.
Narcissistic tendencies in leaders can be productive as well as non-productive. A new study shows that non-productive narcissistic tendencies have an impact on turnover intention and job satisfaction, although this impact can vary depending on gender and position in the company.
More employers are discovering the benefits of the four-day working week, including increased productivity and employee satisfaction. Many employers, however, continue to express concern over the difficulty in implementing and managing the four-day working week, as well as its impact on customers.
Many organizations ignore the collaborative demands of agility and are then surprised when agile teams fail to produce the expected results. Four collaborative practices based on organizational network analysis takes full advantage of social networks to enhance the success of agile initiatives.
Inspiring the human desire to help others, customer contact sparks the collective energy of employees, leading to better company performance. Transformational leadership is vital, however, to capture the benefits of customer contact.
New research based on an exceptional database of unfaithful individuals reveal that people who are unfaithful to their spouses are more likely to engage in professional misbehaviour, supporting the contention that personal and professional misconduct are linked.
CEOs and CFOs with a high promotion focus, who are afraid to miss opportunities and willing to experiment, are more likely to lead a company to growth than low promotion-focused CEOs and CFOs, who are more aware of potential risks. The best strategic decisions, however, seem to come when the two executives have clashing levels of promotion focus.
Addressing perceived workplace danger from robots through immersive virtual environments helps employees overcome their fears and collaborate effectively with robots in the workplace.
Statistics consistently show older workers retiring rather than taking on part or full-time post-career jobs. A new study reveals that older workers want to continue working at least part-time and are willing to make wage concessions to do so; employers, however, are not offering acceptable work arrangements that make working after retirement desirable.
While competition between individuals is a fact of life in the world of business — people vying for that newly opened promotion, for example — a recent study explores the conditions that can turn healthy competition into dangerous conflict.
A new study confirms that authentic leadership inspires creativity, organizational citizenship and individual performance. The study also explores how creativity and organizational citizenship explains the impact of authentic leadership on individual performance.
A recent study exploring the world of work in 2028 based on today’s trends reveals the growing power of small vs. big, the vital importance of truly allowing mistakes (and not just talking about it) and the tension in communication strategies between the connection of face-to-face vs. the convenience of digital meetings.
While high emotional intelligence helps people succeed in emotional labour jobs (where managing one’s emotions and the emotions of others is key), a variety of EI competencies are particularly important for customer service personnel.
A five-year in-depth evaluation of a new measuring tool for emotional intelligence (EI) called the Emotional Capital Report (ECR) proves the validity of the tool for measuring the emotional and social components of EI, while revealing some interesting nuances.
People have different ‘selves’: the same person might be a politician, a grandparent, an avid golfer, and an aspiring novelist, for example. New research shows that if you believe that how you act in one self reflects who you are in all your selves — for example, being a ruthless politician makes you a ruthless person as a whole — you are less likely to commit immoral acts. This research offers new evidence that encouraging employees to bring their personal selves to work encourages moral behaviours and ethical decisions in the workplace.
In conversations with new people, most people underestimate how positive of an impression they are making A new study reveals the prevalence of this ‘liking gap’: the fact that most conversation partners like you more than you believe. This liking gap can have implications in the workplace, including the discouragement of collaborative ventures and an additional challenge for new employees.
Managers tend to excuse and forgive ethical lapses by employees who are fatigued or depleted, a new study shows — although if the employees brought the fatigue on themselves (such as from watching a late night sporting event rather than working late), managers are less forgiving.
Researchers use unimpressed market reaction to new product and new client announcements to highlight the insidious damage of CEO incentives to focus on the short-term.
