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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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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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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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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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Innovation Leaders Turn Creative Ideas Into Action

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

Many companies recognize the importance of innovation yet continue to be ineffective innovators. The reason: their leaders lack the right skills to encourage, manage and implement innovation. Recognizing that innovation requires a structured process, multiple perspectives, silo-busting boundary-free and polarity thinking are important first steps.  

Idea #588
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When Non-Average Performers Are Targeted by Bullies

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

As workplace incivility, aggression and harassment continues to worry business leaders and managers, new research explores some of the ways both high performers and poor performers may be inadvertently inspiring their victimization. 

Idea #553
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Marble relief of the Roman Praetorian Guard c50AD (Courtesy: Louvre-Lens Museum, Lens, France)

Transformational Leadership Extra Effective When Employees Have High Self-Esteem

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

Transformational leadership is key to helping employees reach their full potential. This is especially true, according to new research, for high core self-evaluation (CSE) employees, whose job satisfaction and organizational commitment is significantly strengthened under the influence of transformational leaders. 

Idea #547
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Painting depicting Parson Weems and his famous story of George Washington and the Cherry Tree. Grant Wood (Courtesy: Amon Carter Museum of American Art)

Does Character Add to the Success of Transformational Leadership?

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

Character and transformational leadership do not necessarily overlap. New research shows that positive character traits will increase the level of success obtained by transformational leadership. Negative character traits can reveal the dark side of transformational leadership — a dark side that leads to poor results.

Idea #539
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Composition VI, Wassily Kandinsky, 1913 (Courtesy: The State Hemitage Museum, St Petersburg)

A Symphony of Agency and Stewardship Values Ensures Family Business Success

Idea posted: May 2015
  • Strategy
  • CSR & Governance
  • Innovation & Entrepreneurship
  • Leadership & Change

Agency theory describes a contractual relationship between managers and shareholders who have divergent interests. Stewardship theory describes a collaborative relationship between managers and shareholders toward shared goals. Which works best for family businesses? New research reveals that a combination of the two, changing as the business moves through its lifecycle, offers the best recipe for success. 

Idea #518
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The Blue Bottle coffee house founded in 1686 in Vienna. Painting c.1900 (Source: Wikimedia Commons)

Developing Network Perspective: Social Networks and Leadership

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

Are you aware of the different roles individuals play in your organization, and how they connect to each other to form an informal structure that supports the organization as a whole? If so, you are well on your way to developing network perspective — something that is, according to this Idea, imperative for 21st century executives. 

Idea #291
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‘War Horse’, the stage adaptation of Michael Morpurgo’s book, performed at the Lyric Theatre Sydney, Australia, 2013 (Source: Wikimedia Commons)

Indirect Control: The Future of Management?

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

Management models are often seen as falling into one of two camps: command and control or the more laissez-faire, participative variety. But this is a false dichotomy. Successful managers and leaders today combine elements of both — in the ratio that’s right for them and their organizations. They offer autonomy and ‘self-actualisation’ but they do so in a clear and conscious ‘frame’ that reflects their sector and circumstances — and the preferences and skills of their employees. 

Idea #276
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World War II poster (detail) J. Howard Miller, 1918–2004

The Value of Front Line Managers

Idea posted: April 2013
  • Leadership & Change

Front-line bosses may be far more valuable for an organization than has been previously thought. According to research from Stanford Graduate School of Business, good as opposed to poor line-managers and supervisors can increase organizational productivity by as much as 11% — or the same amount as adding an additional worker to a nine-member team!

Idea #133
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Business woman draws modern business concept

New Priorities for Marketing Leaders

Idea posted: April 2013
  • Strategy
  • Leadership & Change
  • Marketing

The priorities of marketing leaders are rapidly changing. According to a report from Cranfield School of Management, improving marketing’s ability to work cross-functionally and building influence at Board level are currently two of the lowest priorities for marketing leaders. Could this pose a problem when it comes to long-term strategies?

Idea #130
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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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Diagram of the Brain, 14th Century

Emotional Intelligence and Leadership Behaviour

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

Emotional intelligence is our ability to control our emotions, understand the emotions of others and use this information to guide thinking and action – and it can have a huge impact on leadership effectiveness. In relation to the collaborative aspects of leadership in particular, emotional intelligence has been found to have a significant effect.

Idea #023
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Shaping a Global Leadership Strategy For Cross-Cultural Effectiveness

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

In organizations across the globe, managers at all levels must be trained and ‘groomed’ for future leadership roles. But will a manager in Delhi respond in the same way to the same training as a manager in Beijing – or in California, or Singapore? This research Idea from CCL identifies both the universal sources of leadership learning, found across China, India, Singapore and the US, as well as unique approaches specific to each country – by way of a cross-country comparison of developmental experiences.

Idea #046
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Chief Information Officers: Secrets to Success

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

A valuable learning tool for CIOs, this Idea draws upon the successes and experiences of 14 extraordinary Chief Information Officers from organizations including FedEx, Cisco, Time Warner and the US Department of Defence. Cross-referencing both personal characteristics and environmental factors universal to all 14 we can define and determine the skills needed to excel in this role.

Idea #069
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The Emperor Has No Clothes, by Vilhelm Pedersen, Hans Christian Andersen's first illustrator 1835 (Source: Wikimedia Commons)

Dysfunctional Leadership: Context and Causes

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

Though it is easy to simply blame the leader in situations where organizations face dysfunction, the author proposes here that there are a number of contextual factors that, in fact, lead to success or failure. Specifically outlined are three models/frameworks that help to better understand the components involved in leadership disasters.

Idea #029
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Liberating Knowledge in the Organization

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

It is a universal challenge for large organizations: the larger and more segmented the company, the harder it is to match its people to its problem. This Idea looks at how internal ‘knowledge markets’ can facilitate information sharing within large organizations; helping employees locate expertise and matching knowledge seekers with knowledge sources.

Idea #020
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