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Supply Chain Resilience Depends on the Internal Capabilities of Partners

Idea posted: September 2021
  • Leadership & Change
  • Operations

Increasing supply chain resilience against disruptions and interruptions depends not only on cooperation among supply chain partners but also on cross-functional cooperation within the companies in the supply chain.

Idea #798
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Antonio Stradivari, 1644-1737. A romanticized view, 1920s, painter unknown (Source: Wikipedia Commons)

Why Craft Is Relevant (and Needed) in Today’s Workplace

Idea posted: September 2021
  • Leadership & Change
  • Learning & Behaviour

A new paper explodes the concept of the craft organization of work as musty history, presenting different configurations of craft that can offer solutions to challenges faced in the 21st-century workplace.

Idea #800
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Photo by Daniel Lloyd Blunk-Fernández on Unsplash

Success Keys for Women in the Finance Sector

Idea posted: September 2021
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

A qualitative study, based on interviews and roundtable discussions with 79 women in the financial sector, identifies 10 action steps companies can take to encourage and enable women to overcome gender barriers to promotions and leadership positions.

Idea #802
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The Unique Psychology of Being a Middle Manager

Idea posted: June 2021
  • Leadership & Change
  • Learning & Behaviour

Caught between low-power employees and high-power executives, the ‘middle power’ of middle managers keeps them hopping between the roles of subordinate and superior. A new Theory of Power framework helps middle managers, their bosses and their organizations identify the challenges and psychological consequences of their caught-in-the-middle position. 

Idea #795
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Terry-Thomas and Doris Day in Where Were You When the Lights Went Out? (Source: Wikimedia Commons)

Charisma beyond Leadership: Influence + Affability

Idea posted: June 2021
  • Leadership & Change
  • Learning & Behaviour

Why Being a Middle Manager Is So Exhausting. Eric M. Anicich, Jacob B. Hirsh. Harvard Business Review (March 22, 2017). Through a series of empirical studies exploring the concept of charisma outside of an organizational leadership context, a team of researchers identify the two core dimensions of personal charisma and show that charisma is an informal personality trait observable in any context.

Idea #796
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Persuading with Pitch, Volume and Non-Verbal Cues

Idea posted: June 2021
  • Leadership & Change
  • Learning & Behaviour

In their efforts to persuade and influence others, leaders pay close attention to the words they choose. Listeners, however, often doubt the sincerity of those trying hard to persuade them. Research into how leaders modulate their voices — by adjusting the volume of their speech, for example — reveals that such ‘paralinguistic cues’ can enhance their persuasiveness, and even increase their perceived sincerity. 

Idea #794
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Pros and Cons of Collaborative Spaces for Innovation

Idea posted: June 2021
  • Innovation & Entrepreneurship
  • Leadership & Change

Dedicated collaborative spaces for cross-functional and open innovation (mixing internal and external participants) teams can encourage and enhance collaboration, but can also generate their own constraints. Co-location alone is not a silver bullet strategy for seamless collaboration among diverse teams.

Idea #793
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Photo by Efe Kurnaz on Unsplash

How Leaders' Origins Influence Their Roles

Idea posted: May 2021
  • Leadership & Change
  • Learning & Behaviour

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. 

Idea #792
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‘Rattenfängerbrunnen’ (Pied Piper fountain), by Bruno Jakobus Hoffmann, Hamelin, Germany (Source: Wikimedia Commons)

Inspiring Hero or Humble Diplomat? The Core Functions of a Leader

Idea posted: April 2021
  • Leadership & Change
  • Learning & Behaviour

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.

Idea #789
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Photo by Lucaxx Freire on Unsplash

How Women Leaders Overcome Conflicting Expectations

Idea posted: March 2021
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

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.

Idea #788
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How to Leverage Organizational' Cultural Toolkit' for Change

Idea posted: January 2021
  • Strategy
  • Leadership & Change

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. 

Idea #784
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The Fall of Icarus, Jacob Peter Gowy, c.1636 (Courtesy Museo del Prado, Madrid)

Setting High Performance Expectations Can Lead to Failure

Idea posted: December 2020
  • Leadership & Change

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.

Idea #782
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mage by Free-Photos from Pixabay

Why Cross-functional Teams Need Strong Leaders

Idea posted: November 2020
  • Leadership & Change
  • Learning & Behaviour

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.

Idea #778
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Photo by August de Richelieu from Pexels

Demand vs. Supply: The Future of Women in Top Leadership

Idea posted: November 2020
  • CSR & Governance
  • Leadership & Change
Institutions: University of Virginia

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.

Idea #780
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Growth Mindset, Empathy and Training for Entrepreneurial Mentoring

Idea posted: November 2020
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour

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.

Idea #779
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Photo by Dave Hoefler on Unsplash

How to Align Conflicting Corporate Strategies to Functions

Idea posted: October 2020
  • Strategy
  • Innovation & Entrepreneurship
  • Leadership & Change

Management controls can be used to overcome the challenge of aligning conflicting corporate strategies with functional tasks, such as new product development.

Idea #777
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Photo by Christina@wocintechchat.com on Unsplash

Influences on Entrepreneurial Training for Women

Idea posted: September 2020
  • CSR & Governance
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour

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.

Idea #775
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Mentoring Programs for Women to Overcome Workplace Challenges

Idea posted: September 2020
  • Leadership & Change
  • Learning & Behaviour

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.

Idea #774
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Photo by Martin Adams on Unsplash

5 Practices to Avoid Knowledge Differences in Cross-functional Teams

Idea posted: July 2020
  • Leadership & Change

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.

Idea #772
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Women's March, Las Angeles, 2017. Photo by Samantha Sophia on Unsplash

Male Subordinate Bias Against Female Bosses: The Evidence from Schools

Idea posted: June 2020
  • CSR & Governance
  • Leadership & Change

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.

Idea #771
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American Shipping off the Rock of Gibraltar, Ivan Aivazovsky, 1873 (Source: Wikimedia Commons)

Ships in the Night: How to Unite Warring Executives

Idea posted: May 2020
  • Leadership & Change
Institutions: INSEAD

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.

Idea #770
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Why Performance Improvements Don’t Lead to Higher Trust

Idea posted: April 2020
  • Leadership & Change
  • Marketing
  • Operations
Institutions: Henley Business School

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.

Idea #761
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Image by Mohamed Hassan from Pixabay

Unbalanced Relationships Hurt Performance, But Don’t Stick Around

Idea posted: March 2020
  • Leadership & Change
  • Learning & Behaviour

A quantitative analysis of relationships among co-workers shows how negative connections lead to lower performance but eventually work themselves out.

Idea #768
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Photo by Joshua Hoehne on Unsplash

Why Performance Improvements Don’t Lead to Higher Trust

Idea posted: January 2020
  • Leadership & Change
  • Marketing
  • Operations
Institutions: Henley Business School

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.

Idea #761
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Photo by Javardh on Unslash

Narcissistic Leaders Negatively Impact Different Employees in Different Ways

Idea posted: December 2019
  • Leadership & Change
  • Learning & Behaviour

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.

Idea #758
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Photo by John T on Unsplash

The Opportunity and Challenge of the Four-Day Working Week

Idea posted: December 2019
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
Institutions: Henley Business School

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. 

Idea #759
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Image by Gerd Altmann from Pixabay

Without Team Identification, Diversity Fails

Idea posted: November 2019
  • CSR & Governance
  • Leadership & Change

Diversity will fail to yield higher performance if leaders don’t take steps to disarm negative perceptions of diversity as an initiative that destroys unity and cohesion, rather than contributing important new perspectives and insight.

Idea #756
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Lighter Relieving a Steamboat Aground, George Caleb Bingham, 1847 (Courtesy: The White House, Washington D.C.)

Ignoring Collaborative Demands Sinks Agile Teams

Idea posted: November 2019
  • Strategy
  • Leadership & Change
  • Learning & Behaviour
Institutions: Babson College

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.

Idea #757
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Photo by Austin Distil on Unsplash

How More Customer Contact Creates a More Energetic, Motivated and United Workforce

Idea posted: October 2019
  • Leadership & Change
  • Learning & Behaviour
  • Marketing

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.

Idea #751
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Image by mohamed Hassan from Pixabay

Promotion-Focus CEOs and CFOs Drive Strategic Growth

Idea posted: October 2019
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

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. 

Idea #753
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