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In the Classroom, Jean-Paul Louis Martin des Amoignes, 1886 (Courtesy: Bonhams)

CEOs’ Gender-biased Formative Years Has a Negative Economic Impact

Idea posted: June 2018
  • CSR & Governance
  • Leadership & Change

New research using extensive hand-collected data confirms a gender gap in resource allocation (female division leaders receive less resources from their CEOs). This research also reveals the familial origins of gender bias in CEOs, and the negative economic impact of such bias.

Idea #711
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Walter and Alice Greaves on the Embankment, Walter Greaves, c.1880-90 (Courtesy: Tate Britain)

High Social Class Helps Men Get Jobs, But Not Women

Idea posted: June 2017
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

A new quantitative study proves the advantage that employers give to candidates from a higher social class. For high-class women, however, this advantage is negated by employers’ perception that they are less committed to a career. 

Idea #658
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Abstract (Source: Wikimedia Commons)

Why Flat Information Structures Enable Creative Thinking

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

Flat information structures — in which information is not separated out into categories — is more conducive to creativity because they encourage combining information from different categories.

 

 

Idea #654
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Festival goers, Burning Man, 2013 (Source: Wikimedia Commons)

Integrate Your Multiple Social Identities

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

To avoid stress and anxiety, people who have multiple social identities (e.g. lawyer, father, environmentalist, southerner, etc.) must manage conflicting behaviour, norms and values that arise from their disparate identities.

Idea #631
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The Dutch East India Co. chartered in 1602, a steel engraving by Cool and Rennefeld, Leiden, c. 1880 (Source: Wikimedia Commons)

Why Equity-Based Incentives Work Below the C-Suite

Idea posted: October 2015
  • Leadership & Change

Many companies fear offering equity-based incentives for business unit managers. They believe that compensating business-unit managers based on corporate-wide results will hurt local business unit results. New research shows these fears to be unfounded, and that the right balance of equity-based and profit-based incentives increase results at both the corporate level and the business unit level and increase cross-business-unit collaboration.

Idea #562
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The Money Changers, Marinus van Reymerswaele, 1548 (Courtesy: Bilbao Fine Arts Museum)

How a Numbers-Crunching Culture Can Increase Unethical Behaviour

Idea posted: April 2015
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Adopting a calculative mindset to every problem — approaching every issue, either qualitative or quantitative, in a numerical frame of mind — can lead to dishonest or immoral decisions, according to new research. 

Idea #504
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How Early Work Experience Shapes Later Leadership Outlook

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

The context of an employee’s first job — specifically, whether occurring in good or bad economic times for their companies — can have a surprising impact on subsequent performance. Employees who learn the skills and habits required to succeed during economic downturns are more likely succeed when the future matches their early work experiences. The reverse is also true: workers whose first jobs occurred during times of abundance encounter greater success in the future during economic upturns.

Idea #480
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“They spake not a word. But, like dumb statues, or breathless stones, star'd on each other, and look'd deadly pale.” Shakespeare’s Richard III. Image:  15th Century tapestry showing Richard III, Coventry Guildhall

Why Employees Hide Their Knowledge and How to Encourage Sharing

Idea posted: July 2014
  • Strategy
  • Leadership & Change
  • Learning & Behaviour

Employees who refuse to share knowledge, either by playing dumb, being evasive, or saying that other factors are to blame, undermines the cooperation, efficiency and effectiveness of organizations. Understanding how perpetrators and targets view the damage from knowledge hiding is an important step in preventing this behaviour.

Idea #420
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How to Use Disbelief and Strategic 'Flinches' in Negotiations

Idea posted: July 2014
  • Leadership & Change
  • Operations

Making the first offer is usually considered to be an advantage in negotiations, but responding to a first offer with a measured ‘flinch’ can be just as effective in leading to an eventual win — but it must be measured “I am disappointed in this offer” as opposed to “This is an outrageous offer from people who are trying to rob us”.

Idea #421
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The White Rabbit, by Sir John Tenniel (1820 –1914), an illustration from the original edition of Lewis Carroll’s Alice in Wonderland

How to Ensure Knowledge Sharing under Pressure

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

Knowledge sharing among employees is vital to an organization’s success. But increasing time pressure makes employees less willing to break away from their tasks and deadline work to help others. In a busy and competitive environment it is up to organizations to help relieve this pressure.

Idea #392
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Panelists at the 2nd annual Arabian Business Women's Forum, November 2013, Dubai (Courtesy: www.ArabianBusiness.com) 

Promoting Women Leaders in Different Cultures

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

To successfully promote women to leadership positions around the globe, multinational corporation executives must adapt their strategies to each country’s cultural tightness — the degree to which a culture favors authority and rigidity, and has a low tolerance for deviance. 

Idea #304
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Scrooge played by Reginal Owen and Marley's Ghost by Leo Caroll. Dicken's The Christmas Carol, © 1938 Warner Bros, distributed by MGM

Resistance to Change: Overcoming Multilevel Cynicism

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

Resistance to change is not just an individual attitude; it is also reflected at the organizational level through a cynicism to change (CTC) climate. Preventing or addressing resistance to change begins with understanding the multilevel nature of that resistance. Leaders need to address both individuals (e.g., be active in interacting with employees one on one and treating them as unique contributors) as well as organizational climates (e.g., by setting and reinforcing workplace norms, and making communications to the organization as a whole).

Idea #295
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A scene from 'Iphigenia in Tauris' by Euripides. Roman fresco in Pompeii (Source: Wikimedia Commons)

Decision-Making With Emotional Intelligence

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

Decisions, especially decisions involving risk, are often guided by emotions, such as anxiety, that in fact emerge from completely unrelated events. Emotionally intelligent leaders are less likely to make a mistake with “incidental” anxiety because they recognize the irrelevant source of their emotions. Leaders can also help others reduce the impact of incidental anxiety by simply pointing out the true source of their emotions.

Idea #217
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The Wizard of Oz – a publicity still of Jack Haley, Ray Bolger, Judy Garland and Bert Lahr promoting the 1966 CBS broadcast of the 1939 MGM feature film (Source: Wikimedia Commons)

Leveraging Diversity through Integrative Thinking

Idea posted: August 2013
  • Strategy
  • CSR & Governance
  • Leadership & Change

Increasingly, companies are embracing diversity. It is right on moral grounds alone, but also they feel it can contribute directly to competitive advantage. Many corporate websites echo the thought that the real power of diversity comes in the form of happier customers and increased profit. Many companies routinely create diverse work teams seeking to capture the financial value of leveraging diverse and opposing views. If only it were so easy. The teams need supporting structures, organizational norms and real tools to achieve their goals.

Idea #187
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Angry Wikipe-tan (Source: Wikimedia Commons)

Using Anger in Negotiations - Real and Fake

Idea posted: May 2013
  • Leadership & Change
  • Operations

Previous studies indicated that in negotiations, the anger of one party would lead to concessions from the other party. New research shows, however, that there is a difference between real anger and feigned anger. While real anger might be effective in negotiations — causing the other party to think of the negotiator as tough and less likely to make concessions — new research reveals that faked anger will actually backfire. The reason being that counterparts in the negotiation see through the feigned emotion, lose their trust in the good faith and sincerity of the negotiators, and thus

Idea #209
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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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