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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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Corporate Psychopaths: A Menace to Your Organization

Corporate Psychopaths: A Menace to Your Organization

Idea posted: February 2017
  • Leadership & Change
  • Learning & Behaviour

Corporate psychopaths destroy morale, cause the best employees to flee and even commit whole-scale fraud, yet often use blatant lies and cheating to fool their bosses into believing they are valuable assets.

 

Idea #644
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Public Sector Leadership: Managing 'Multirational' Organizations

Idea posted: March 2015
  • Leadership & Change
  • Operations

Public sector organizations are hybrid organizations that bring together different rationalities (e.g. political, economic, legal) together under one roof. The role of the public-sector manager is to find a way to enable these different rationalities to collaborate effectively. The key, according to social systems theory, is communication: finding the common language.

Idea #497
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Detail from a poster by Eric Frazer, for the Post Office Savings Bank, 1942 (Source: Wikimedia Commons)

How a Culture of Integrity Boosts the Bottom Line

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

A culture of integrity adds value to the firm. Research shows that the more employees perceive top managers as trustworthy and ethical, the better the financial performance of the firm and the more attractive the firm to potential employees. 

Idea #379
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Ablade Glover, Market I, 2010, oil on canvas, 122 x 122cm, photo Jonathan Greet, Image courtesy October Gallery London

Modern Tribes – Managing Diversity and Identity

Idea posted: July 2013
  • Leadership & Change
  • Learning & Behaviour
Institutions: IE Business School

Understand modern tribalism in today’s business world and how you can manage it for the good of your organization.

Idea #172
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Nelson Mandela shakes hands with his predecessor Frederik de Klerk and at Davos, January 1992 (Source: Wikimedia Commons)

Learn to Forgive: Mandela’s Leadership Legacy

Idea posted: July 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD

When we forgive we can change the future. This is one of the greatest lessons organizations can learn from transformational political leaders such as Nelson Mandela, Mahatma Gandhi and Aung Suu Kyi. Resentment, bitterness and blame make us prisoners of the past and impede progress. In the workplace, we need to accept human fallibility — and encourage people to think of mistakes as learning opportunities. The wise leader — and the wise organization — forgives and learns

Idea #170
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Culture Club: Coaching by Values for Corporate Success

Idea posted: March 2013
  • CSR & Governance
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour
Institutions: ESADE

How can leaders create the right corporate culture to confront the myriad levels of complexity in today’s turbulent business environment?

The emerging concept of ‘coaching by values’ (CBV) provides a flexible framework to help them reengineer their organization’s corporate culture and create positive outcomes for all stakeholders.

Idea #106
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Women's rights protest in Egypt, 2011, Al Jazeera English (Source: Wikimedia)

Women Leaders Are Held Back in Some Cultures More than Others

Idea posted: February 2013
  • CSR & Governance
  • Leadership & Change

Why are there not more female leaders, and could culture be one of the factors that holds women back? This Idea proposes that the strength of norms and social sanctions in a culture — its ‘tightness’ — determines how many women will be represented in top leadership positions there. 

Idea #098
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Washington Crossing the Delaware, Emanuel Leutze, 1851

Resolute Leadership, Coordination and Corporate Culture

Idea posted: February 2013
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Resoluteness is often a term used to describe people in battle, moving forward in an unwavering, purposeful way. Now, research indicates that this trait is useful in an organizational setting too; resolute leaders are better equipped to coordinate their followers’ actions, and build high-performance teams. Conviction or resoluteness enhance a leader's credibility. However, resoluteness can also inhibit bottom-up information flow. So a balance is needed.

Idea #087
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Keeping Employee Engagement High in Tough Times

Idea posted: February 2013
  • Strategy
  • CSR & Governance
  • Finance
  • Leadership & Change
  • Learning & Behaviour

During a downturn, employee engagement increases rather than decreases. However, employers should implement strategies to keep engagement high so the reverse does not occur when economic conditions eventually improve.

Idea #013
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Pericles, The First Citizen of Athens, c. 495 – 429 BC

Aligning the Organization to Let Leadership Happen

Idea posted: February 2013
  • Strategy
  • Leadership & Change
  • Learning & Behaviour

Good leadership is the result of ‘shared work’, and shared work is achieved through a process of direction, alignment and commitment in an organization. Creating positive leadership is really about these factors, rather than about adopting a set of ideal characteristics. All members of an organization have a role in making leadership happen.

Idea #014
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Hindustan Unilever's Shakti Programme

CSR: Creating Value through Partnerships

Idea posted: January 2013
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Marketing
Institutions: IMD

Corporate Social Responsibility initiatives have overcome the stigma of being a distraction; something to be suffered. Smart companies now recognise CSR as an opportunity to significantly strengthen their businesses – while building and renewing human, social and natural wealth. Finding the right partner is absolutely critical to the success of a CSR strategy; and there are steps that can be taken to ensure a partnership co-creates value for both business and society.

Idea #071
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Chrysalis to butterfly

Establishing Sustainable Change in Organizations

Idea posted: January 2013
  • Strategy
  • Leadership & Change
  • Learning & Behaviour

Leading through change is extremely difficult. Organizational culture is an ‘evolving organism’ made up of many sub-cultures and helping it to change is an incredibly complex task. While there are no hard-and-fast rules to change management, there are things we can do to increase the likelihood of a change initiative’s sustained success.

Idea #073
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Sir Simon Rattle conducting the Berlin Philharmonic Orchestra in Das Rheingold by Richard Wagner, 2006 (Source Wikimedia)

Ensemble Leadership: Lessons from the Orchestra Pit

Idea posted: January 2013
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour

An examination of musical ensembles offers insight into how ‘distributed’, or ‘plural leadership’ can work. This type of leadership, as opposed to individual or hierarchical styles can be more effective in moving organizations collectively towards shared goals.

Victoria Concordia Crescit — Victory through harmony.

Idea #074
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Abstract image of human heads

Adaptive Leadership: Leading and Following

Idea posted: January 2013
  • Leadership & Change
  • Learning & Behaviour

This new approach sees leadership as a socially complex and ‘adaptive’ process that is not constrained by traditional hierarchies and is thus very suited to modern progressive ways of working. Recurring patterns of leading and following interactions produce emergent leader-follower identities, relationships and social structures, which enables groups to evolve dynamically. This ‘adaptive leadership theory’ offers a basis for re-examining traditional theories that focus instead on, for example, individualistic or hierarchical views of leadership.

Idea #066
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The intransigence of Captain De Chaumereys, the ultimate unethical leader, led to the wreck of the Medusa in 1816. Painting by Théodore Géricault, 1819, Musée du Louvre (Source: Wikimedia)

Ethical Leadership in a Crisis (and to Avoid Crises)

Idea posted: January 2013
  • CSR & Governance
  • Leadership & Change

No leader wants to wake up to discover a major disaster that their organization is responsible for has taken place. But crises can be unavoidable and this Idea considers the role of ethics in crisis management, and how an ethical corporate culture can help when disaster strikes. Using the 2010 BP oil spill as an example where ethics were not applied in crisis management, it also shows how applying ethics to management decisions can avoid disasters occurring in the first place.

Idea #092
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