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An umpire: Australia v World XI, Sydney Cricket Ground, 2005 (Source: Wikimedia Commons)

How People React to the Fairness of Decisions: Trust Makes a Difference

Idea posted: February 2016
  • Leadership & Change
  • Learning & Behaviour

Perceived fairness, whether of the outcome or procedural fairness, impacts on how people react to decisions. New research shows that the level of trust in decision makers sets expectations that significantly influence this interaction of outcome and procedural fairness.

Idea #583
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How Employees Win ‘Voice’ and Influence Decisions

Idea posted: June 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

High levels of engagement and commitment in the workplace could be both a cause and an effect of involving employees in decision-making processes. Research suggests that leaders ‘grant voice’ to followers who combine a need to influence the organization with a need to belong and take part — and that followers work better for leaders when they do.

Idea #391
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The Misers, by a follower of Marinus van Reymerswaele, c.1490-1567, The Royal Collection Trust

Profits Vs Principles: Market Competition and Moral Transgression

Idea posted: May 2014
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Competition sometimes has undesirable consequences. These could include ‘tolerance’ of moral transgressions that further the economic interests of the organization. New research suggests that in highly competitive markets, where the pressure to outperform is intense, leaders might be less likely to discipline ‘bad’ employees who are ‘good’ for the bottom line.

Idea #380
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Can a Leader Be Too Ethical?

Idea posted: May 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Ethical leadership reduces the risks of antisocial and selfish employee behaviour and encourages the kind of ‘pro-social’ behaviours that create value and promote the collective interest. There could, however, be a point at which it is counterproductive. Recent research suggests that leaders demonstrating particularly high ethical standards can weaken the psychological contract with employees through perceived ‘moral reproach’.

Idea #377
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