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Why Supervisors Are the Keys to Preventing Employee Misconduct

Idea posted: October 2021
  • CSR & Governance
  • Leadership & Change
  • Operations

The role of supervisors in enabling or preventing employee misconduct is greater than the role of executives or the impact of other factors related to the firm. 

Idea #804
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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 Alycia Fung from Pexels

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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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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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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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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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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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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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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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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Management Matters Most for Corporate Performance

Idea posted: July 2019
  • Leadership & Change

The largest survey ever conducted of management practices in U.S. firms confirms that structured performance-oriented management practices and techniques are vital to corporate performance — and that the extent to which firms integrate these management practices and techniques varies widely.

Idea #744
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(Source: Pixabay)

How Competition Devolves Into Conflict Between Two People of Equal Status

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

While competition between individuals is a fact of life in the world of business — people vying for that newly opened promotion, for example — a recent study explores the conditions that can turn healthy competition into dangerous conflict.

Idea #736
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Authentic Leaders Inspire Creativity, Organizational Citizenship and Performance

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

A new study confirms that authentic leadership inspires creativity, organizational citizenship and individual performance. The study also explores how creativity and organizational citizenship explains the impact of authentic leadership on individual performance.

Idea #737
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The Future of Work Calls for Human-Centric Leadership

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

A study on the future of work identifies the new human-centric leadership capabilities and priorities required for success in the 2028 workplace.

Idea #734
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The Giacometti room (Courtesy: The Louisiana Museum of Modern Art, Denmark)

Shades of Grey: The Nuances of Team Disengagement

Idea posted: February 2019
  • Leadership & Change

As leaders and organizations strive to increase engagement, new research shows different nuances to disengagement that undermine the engagement effort. Some teams are pseudo-engaged, with individuals behaving as if they’re engaged but only interested in their own welfare. Others are contented rather than being disgruntled, deciding they want to do the minimum and no more.

Idea #730
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Photo by Claudia Ramírez on Unsplash

Avoiding Toxic Workers Is More Profitable Than Hiring Superstars

Idea posted: January 2019
  • Leadership & Change

Avoiding a toxic worker enhances performance and costs less than replacing an average worker with a superstar — even if the superstar performs in the top 1% of employees.

Idea #729
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(Source: Pexels)

Why Emotional Intelligence in Business Is Difficult

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

A five-year in-depth evaluation of a new measuring tool for emotional intelligence (EI) called the Emotional Capital Report (ECR) proves the validity of the tool for measuring the emotional and social components of EI, while revealing some interesting nuances.

Idea #724
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The Sleep of Reason Produces Monsters (detail), Francisco Goya (Courtesy: The Nelson-Atkins Museum of Art, Kansas City, Missouri)

Why Managers Forgive Ethical Lapses of Tired Employees

Idea posted: September 2018
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Managers tend to excuse and forgive ethical lapses by employees who are fatigued or depleted, a new study shows — although if the employees brought the fatigue on themselves (such as from watching a late night sporting event rather than working late), managers are less forgiving.

Idea #715
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Wrong Incentives Push CEO to Focus on the Short-term

Idea posted: July 2018
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Researchers use unimpressed market reaction to new product and new client announcements to highlight the insidious damage of CEO incentives to focus on the short-term.

Idea #713
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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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Oliver Asking for More (Charles Dickens ‘Oliver Twist’), George Cruikshank, 1837 (Courtesy: . British Library)

Speaking Truth to Power Is More Complex Than You Think

Idea posted: June 2018
  • Leadership & Change
  • Learning & Behaviour

A two-year research study reveals — for both those in power and their subordinates — the personal, political and social complexities involved in speaking truth to power.

Idea #712
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Photo by Ian Schneider on Unsplash

Transgenerational Entrepreneurship in Family Businesses

Idea posted: June 2018
  • Innovation & Entrepreneurship
  • Leadership & Change

The author of this research, Maria Jose Parada, teaches on the CEMS Masters in Management program at ESADE - and this Idea is part of our CEMS series.

Managing the family as well as the family business, maintaining dynamic portfolios of businesses, and ensuring continued family control of the organization are some of the factors for keeping family businesses entrepreneurial across generations.

Idea #708
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