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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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Surrounded by Artists and Professors: A Rake's Progress, William Hogarth 1732-5 (Courtesy: Sir John Soane's Museum)

Why Competent Jerks Get Hired

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

Despite overwhelming evidence that ‘jerks’ in the workplace undermine the success of a team or organization, they continue to be hired. New research explains why: when one’s money is at stake, decision makers value competence over sociability — which is a long-term mistake.

Idea #710
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How to Resolve Workplace Conflicts by Addressing Conflict Expression

Idea posted: February 2015
  • Leadership & Change

Faced with workplace conflicts, attending to how the different parties express themselves — presenting their positions clearly, calmly and honestly or using aggressive language and loud voices, is just one example — can be the key in reaching a resolution.

Idea #489
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Generalist CEOs Not Specialists Spur Innovation

Idea posted: March 2014
  • CSR & Governance
  • Innovation & Entrepreneurship
  • Leadership & Change

Generalist CEOs — CEOs who have built their careers in different industries or for different firms — are more likely to spur innovation in their companies than specialist CEOs with technical knowledge who have never left their industries. The major reason is that generalists are not afraid: if they lose their jobs after an ambitious transformative innovation effort fails, their skills and knowledge will easily transfer to another job in another firm or industry. Specialist CEOs must tread more carefully.

Idea #349
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BW of man with telephone

How Time of Day Impacts on Business Conversations

Idea posted: May 2013
  • Finance
  • Leadership & Change
  • Learning & Behaviour
  • Operations

When delivering bad news in a meeting or by phone, the time of day can make a difference in how the news is received. By studying quarterly corporate earnings calls to analysts, researchers showed that the tone of the conversations was more negative in the afternoon than in the morning. In addition, the market had a tendency to overreact to bad news when delivered in the morning. 

Idea #141
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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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Driving Risk Appetite Higher or Lower: Penalties Vs Rewards

Idea posted: January 2013
  • CSR & Governance
  • Finance
  • Innovation & Entrepreneurship
  • Leadership & Change

‘Innovate or die’ we are told. What if an organization’s ability to innovate could be enhanced by managing risk-taking behaviour through monetary incentive schemes and through a culture that tolerates failure? In this Idea we identify the precise levers that shift risk appetite, and show how they can be tweaked to foster innovation.

Idea #059
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