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Make Me Feel Safe! Working with Robots

Idea posted: June 2019
  • Leadership & Change
  • Learning & Behaviour
  • Operations

Addressing perceived workplace danger from robots through immersive virtual environments helps employees overcome their fears and collaborate effectively with robots in the workplace.

Idea #743
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Reading Group Emotions Is Key to Transformational Leadership

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

Transformational leaders can pick up on cues from a group that convey its emotions — a skill that is beyond the individual-based emotional intelligence.656

Idea #656
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How Creativity Starts With Respectful Engagement

Idea posted: January 2016
  • Innovation & Entrepreneurship
  • Leadership & Change

There are a wide variety of methodologies and concepts for developing individual and team creativity in organizations. New research, however, reveals the unexpected foundation of organizational creativity: respectful relationships.

Idea #578
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Illustration from Europa's fairy book, published by G. P. Putnam's & Sons, 1916 (Source: Wikimedia Commons)

How Best-Self Activation Launches Sustained Performance Improvement

Idea posted: November 2015
  • Leadership & Change
  • Learning & Behaviour

New research confirms that best-self activation — activating a mental representation of your best self — leads to short- and long-term improvement in performance. The research specifically highlights the positive emotional, physiological (e.g. resilience to stress), and cognitive impact of best-self activation.

Idea #565
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Ways to Encourage Employees to Help Each Other

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

A cooperative culture featuring generous employees helping each other is a key success factor for innovative and effective organizations. The two mechanisms for such generosity is the pay-it-forward approach, where someone who has been helped helps another person, and reputation rewarding, in which employees with a reputation for helping others are rewarded with help when they need it. New research from the University of Michigan’s Ross School of Business shows that both mechanisms are effective, but paying it forward will have a longer lasting impact on the organization

Idea #435
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George Washington and the cherry tree. A lithograph by John C. McRae, 1867, after a painting by G. G. White

How to Limit Ambiguity of Responsibility and Learn from Failure

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

Failed experiences are not always a bad thing; they can be sources of learning, and improved performance. However, individuals do not always learn from failure. Whether they attribute that failure internally or externally has a role to play in their learning, and an additional factor is how ambiguous their responsibility for that task was. This Idea explores these factors and more.

Idea #396
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Why Women, Particularly Mothers, Miss Out on Mentors and Networking

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

Mentorship can overcome the barriers to leadership positions for women. Even with mentors, however, women, especially those with children, face continued resistance in personal development, included limited access to the networking opportunities so vital to a leadership career.

Idea #376
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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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Tragedy and Comedy, a mosaic from the Baths of Decius on the Aventine Hill, Rome, now in the Capitoline Museum, Rome (Source: Wikipedia Commons)

How Showing Emotions Builds Individual and Team Resilience

Idea posted: February 2014
  • Leadership & Change
  • Learning & Behaviour

Individuals who have a close relationship and teams that are built on trust are more likely to have the resilience to bounce back from setbacks. New research shows that ‘emotional carrying capacity’ — that is, the freedom to constructively express more emotions, both positive and negative — is the mechanism through which closeness and trust builds this resilience.

Idea #327
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William Mark Felt, Sr. (1913-2008), A.K.A. ‘Deep Throat’. Felt, a former associated director of the FBI supplied Washington Post reporters Woodward and Bernstein with enough insider information to take down President Nixon after the Watergate scandal. (Source: CBS News)

Blowing the Whistle on Unethical Conduct: It Takes a Village

Idea posted: August 2013
  • CSR & Governance
  • Finance
  • Leadership & Change
  • Learning & Behaviour
  • Operations

Employees who want to report wrongdoing must overcome two fears: the fear of retaliation and the fear of futility (the fear of risking the enmity of boss and co-workers for nothing, because nothing is done). New research on whistleblowers confirms that the boss sets the initial ethical tone for the organization or unit, but also demonstrates that co-workers play an important role in either supporting or discouraging whistleblowing. The research shows that the interaction of the two factors — boss attitude and co-workers attitude — impacts an employee’s fear of retaliation. If either the

Idea #193
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ENRON's Kenneth Lay CEO and Jeffery Skilling CFO, The Houston Chronicle

CEO Connectedness Can Facilitate Fraud

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

CEOs have not only explicit legal authority but also substantial ‘soft’ influence (based on relationships, for example) over what happens in the company. This influence extends to wrongdoing, as revealed in new research by University of Michigan Ross School of Business finance professor E. Han Kim and University of Michigan Law School professor Vikramaditya Khanna. According to Kim and Khanna, CEOs who appoint their top lieutenants (thus increasing their soft influence) are more likely to commit fraud. Their research also shows that fraud is less likely to be discovered when CEOs are ‘

Idea #128
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Hillary and Tenzing conquer Everest, 1953

Virtuousness: Beyond Mere Ethical Leadership

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

Responsible leadership is often thought of as ethical leadership – and indeed it should be. Virtuousness is an important and powerful second aspect of responsible leadership that has sometimes been ignored. Unlike ethics, virtuousness in the leadership context leads to two important outcomes: a fixed point for coping with change, and organizational benefits that may otherwise have never been achieved.

Idea #031
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Running Along the Beach, Joaquin Sorolla, 1908 (Source: Wikipaintings)

Vitality, Learning and Sustainable Performance

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

Happy employees produce more than unhappy ones; they show up at work routinely, they are less likely to quit, they go above and beyond the call of duty, and they attract people who are just as committed to the job as they are. This Idea looks at what steps we can take as managers to help employees thrive at work, to be a happy and consistently high-performing workforce that is more loyal and more productive for the organization. 

Idea #024
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WH Situation Room, 2010 (Source: Wikimedia)

Crisis As Opportunity: Leadership, Change and Renewal

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

Arguably the greatest gift we can glean from a crisis is an improvement in our ability to see the next one coming, to prevent it coming if possible, and to lead our organization successfully through that next crisis situation. We learn Crisis Leadership. This is essential: crises are inevitable. Similarly, there are essential characteristics and skills required to navigate them, and to ensure your organization not only survives but emerges from the crisis better off.

Idea #078
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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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