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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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Photo by rawpixel.com from Pexels

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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Photo by Saksham Gangwar on Unsplash

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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Monty Python's Silly Walk. Graffitti, Porto, Portugal (Source: Wikimedia Commons)

Middle Managers’ Walking the Talk Needs Top Management Support

Idea posted: May 2018
  • Leadership & Change

For middle managers, behavioural integrity — the perception by subordinates that management behaviour matches their words — is a key factor for success. Unfortunately, organizations often undermine their middle managers’ behavioural integrity with contradictory policies and decisions — or policies, directives or decisions for which they never acquired middle management buy-in.

Idea #705
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Photo by Alvaro Reyes on Unsplash

Can Leaders Be Too Smart?

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

Can leaders be too smart? A recent study offers a surprising answer: up to a certain point, the smarter you are, the more effective you are as a leader. But being too smart can actually reduce how effective you are perceived— in large part because you lose touch with your subordinates. 

Idea #696
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Rupert Murdoch at the World Economic Forum, 2009 (Source: Wikimedia Commons)

Extravert CEOs and Strategic M&A Decisions

Idea posted: January 2018
  • Strategy
  • Leadership & Change

New research based on 2800 corporate CEOs shows that extraverted CEOs are more likely to engage their firms in the uncertainty of M&A activities, proving that CEO personality can drive firm behaviour. However, under certain conditions, the situation dictates the options available to CEOs, regardless of their personalities. Thus, for example, even less extraverted CEOs make more acquisitions in highly competitive industries.

Idea #686
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How to Encourage Interprofessional Knowledge Transfer In Your Company

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

Organizations find that knowledge often gets ‘stuck’ within the different professional cliques. In a health care setting, for example, nurses talk to nurses and doctors talk to doctors, and knowledge has difficulty passing between these two professions. However, all organizations have individuals who can act information ‘brokers’, bridging the gap between the professions. 

Idea #684
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Photo by Kevin Curtis on Unsplash

Why You Need Diplomats In Your Organization

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

Friendships in the workplace lay the foundation for collaboration and learning. Friendship cliques, however, can also produce fissures that only people with personalities of the diplomats in the organization can span.

Idea #683
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Pedro Lopez and the Trinity Orchestra, 2017 (Source: Wikimedia Commons)

Understanding Follower Attitudes Helps Decipher Leadership Success

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

Leadership success is built not only on the competencies of the leader but also the perceptions of followers. Conceptualizing perceptions as attitudes unveils a more nuanced and complete explanation of leadership success (and failure).

Idea #682
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Photo by William Iven on Unsplash

Digital Natives and Multi-tasking Proficiency Are Harmful Myths

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

Research shows that the existence of a generation of ‘digital natives’ and the ability of this generation to multi-task are in fact two harmful myths — myths that lead to erroneous assumptions about learning and work efficiency.

Idea #681
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Source: Pixabay

The Unintended Consequences of Risk Averse Managers

Idea posted: October 2017
  • CSR & Governance
  • Finance
  • Leadership & Change

Risk aversion and career concerns are pushing managers to play it safe, reducing the shareholder value of their companies — and the incentive compensation structures meant to motivate managers often have the opposite effect. 

Idea #676
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Frank Jordan meets with Doug Cuthbertson and other union leaders at City Hall, New York, during the 1994 newspaper strike

Why You Need to Mend Any Poor Relationships With Your Employees

Idea posted: September 2017
  • Leadership & Change

A leading researcher on the issue of management-subordinate conflicts explains why it is important for leaders to mend any poor or strained relationships with their subordinates — and what steps to take. 

 

Idea #674
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Photo by Luca Onniboni on Unsplash

Bridge-Building CEOs Unite Divided Management Teams to Succeed

Idea posted: September 2017
  • Leadership & Change

Top management teams with entrenched knowledge bases tend to break into knowledge-based subgroups. CEOs by virtue of their integrative characteristics may be able to reconcile the differences and overcome the potentially negative effects. This study shows that there is more than meets the eye when it comes to the effects of knowledge diversity in management teams at multinational enterprises.  

Idea #673
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A Political Meeting, Johann Velten, 1849 (Courtesy: The City Museum, Tier, Germany)

Why Boards of Directors Fail at Monitoring Their Companies

Idea posted: September 2017
  • CSR & Governance
  • Leadership & Change

New research reveals the 10 structural barriers, from board size to the complexity of a firm, that explains why boards of directors can fail to effectively monitor their companies.

Idea #667
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Star Trek crew members, 1968, Chekov, Uhura, Scott and Sulu  (Source: Wikimedia Commons)

Leader–Team Member Relationships 2: Impact Job Satisfaction, Trust and Empowerment

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

In addition to confirming that the quality of relationships between leader and subordinates impacts performance, a new meta-analysis of the research also identifies why these relationships have such an impact: because they affect the role clarity, job satisfaction, organizational commitment, motivation, empowerment and most importantly, trust.

Idea #671
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Elvis Presley and others being sworn into the US Army, 1958 (Source: Wikimedia Commons)

Leader–Team Member Relationships 1: Impact on Performance

Idea posted: August 2017
  • Leadership & Change

Leaders and managers have different relationships with different members of their teams. Leader-member exchange theory can help leaders understand how these differences in relationships impact the performance of the team as a whole and of individual team members.

Idea #670
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FAEF conference room, Fairport, NY (Source: Wikimedia Commons)

Supervising Projects Despite Limited Time and Expertise

Idea posted: June 2017
  • Strategy
  • Leadership & Change

Time and expertise limitations can cause steering committees (SCs) in charge of major and complex strategic projects to make errors in judgement and decision-making. The result: such common but serious problems as being late and over-budget. Proactive steps and awareness can help SCs avoid the traps.

Idea #661
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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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"Then Out Spake Brave Horatius…" Horatius Cocles Leads the Romans in Battle against the Etruscans, Tommaso Minardi, early to mid 1800’s

Crisis Communication: Emphasize the Positive

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

People are more open to messages that fit their motivational impulses, such as the tendency to avoid risk or the desire to achieve stretch goals. New research reveals that this rule of thumb does not apply to times of crises, when, no matter your usual motivational tendencies, positive goal-oriented messages prevail.

Idea #649
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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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Tiriel Denouncing his Sons and Daughters, William Blake, 1789 (Source: Detlef W. Dorrbecker, William Blake: The Illuminated Books)

Succession Planning Reduces Turmoil and Economic Impact of Departing CEO

Idea posted: December 2016
  • Leadership & Change

Formal succession plans ensure more careful and efficient CEO turnover decisions, and reduce the economic and organizational disruptions that can undermine a company in the wake of a CEO’s departure.

Idea #639
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Media Multitasking: Unproductive but Gratifying

Media Multitasking: Unproductive but Gratifying

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

Media multitasking hurts productivity, but it is also a self-reinforcing habit that makes people feel better: students find studying with the TV on more fun and emotionally satisfying, for example. These habitual and emotional gratifications explain why media multitasking is an ongoing problem making its way into the workplace.

Idea #638
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