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Management Practices that Lead to Corporate Social Responsibility

Idea posted: October 2015
  • CSR & Governance
  • Leadership & Change
  • Operations

Superior management quality practices, in areas such as monitoring employee performance, updating operations, setting targets and establishing incentives, will impact the extent of a company’s corporate social responsible practices — notably in issues related to stakeholder concerns, such as diversity, environmental performance and employee relations. 

Idea #554
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Cultural Transformation Recognition Ceremony at the Jefferson Auditorium, US Department of Agriculture in Washington, DC, 2011 (Source: Wikimedia Commons)

Six Disruptive Demographic Trends and What They Mean for the Workplace

Idea posted: October 2015
  • CSR & Governance
  • Leadership & Change
  • Marketing

While demographics are never stationary, the demographic changes currently impacting the United States are transforming the country, with fundamental implications for how Americans live and work and how businesses in America can thrive. 

Idea #557
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Millennials 5: Attitudes and Aspirations in Different Regions of the World

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

Millennials, poised to become the biggest generation in the workforce and the leaders of tomorrow, are less homogenous in attitudes and aspirations than commonly believed. A global survey of Millennials highlights the differences among this generation in the different regions of the world, and even with different countries in those regions. (Editor's Note: this article is based on Part 5 of the survey.)

Idea #559
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Stoughton Wisconsin Tornado of 18 August 2005 (Source: NWS/NOAA, Wikimedia Commons)

The Connection Between Disasters and Less Risk-Averse CEOs

Idea posted: October 2015
  • CSR & Governance
  • Finance
  • Leadership & Change

CEOs who have lived through disasters resulting in significant loss of life are likely to be risk-averse executives. Those, on the contrary, who live through disaster that did not result in significant loss of life tend to be less sensitive to the consequences of risk — and thus more risk-tolerant than the norm.

Idea #561
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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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Jean Charles de Menezes, memorial plaque at Stockwell Station, London (Source: Wikimedia Commons)

Bad Framing Leads to Bad Decisions and Bad (Even Fatal) Actions

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

Decision makers must frame or ‘make sense’ of events and situations, and then make their decisions accordingly. A groundbreaking analysis of an innocent civilian’s tragic shooting by anti-terrorist police reveals how groups of individuals commit, through the interaction of communication, emotions and material cues, to a single, common frame — in this case an erroneous frame. It is a cautionary tale for leaders and other decision makers, exposing how errors or assumptions can cascade into a complete misunderstanding of situations.

Idea #563
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Royal Herbert Hospital, Woolwich: the Sister, by Edward Ardizzone,1941 (Courtesy: The Imperial War Museum, London)

The Overlooked Productivity Costs of Collaboration

Idea posted: October 2015
  • Leadership & Change
  • Operations

While management theorists and business leaders trumpet knowledge sharing and other advantages of collaboration, new research shows that workforce collaboration also comes with ‘spillover’ time-related costs that hurt productivity. These costs, however, can be managed.  

Idea #552
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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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The Unexpected Creative Effect of Sarcasm

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

Sarcasm in the workplace may not be as destructive as once thought. New research shows that expressing or receiving sarcasm can spark creativity through abstract thinking — especially if the sarcasm is directed at or received from a trusted person

Idea #550
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Detail from the fountain in the Piazza di Spagna, Rome, Italy (Source: Wikimedia Commons)

Three Sets of Values that Can Inspire a Culture for Innovation

Idea posted: August 2015
  • Innovation & Entrepreneurship
  • Leadership & Change
Institutions: ESADE

A new model based on the intersections of three complementary sets of values in an organization — economic-pragmatic, ethical-social, and emotional-developmental — can help companies create the culture of passion for innovation required to meet the competitive demands of 21st century business.

Idea #537
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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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Henry the Navigator leading Vasco da Gama, Magellan and others. Monument of the Discoveries, Lisbon, Portugal (Source: Wkimedia Commons)

What Does It Take to Develop Globally Competent Leaders?

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

Most companies recognize the importance of training top leaders in global competence skills, according to a new survey of more than 300 HR professionals. Many companies, however, are unsatisfied with their leaders’ and potential leaders’ skills in this area. A variety of methods can help build multicultural sensitivity and other global capabilities. 

Idea #541
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Deferred Compensation Helps Retain CEOs

Idea posted: August 2015
  • CSR & Governance
  • Finance
  • Leadership & Change

Researchers exploited a U.S. accounting rule change to prove the power of deferred compensation. The rule change pushed many U.S. firms to significantly accelerate vesting of deferred compensation plans. Of the firms that chose to accelerate vesting, a large majority quickly lost their CEOs. During the same period, most firms that did not accelerate their vesting did not see any significant CEO departure.

Idea #536
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Better Error Management Can Foster Innovation and Learning

Idea posted: August 2015
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour
  • Operations

Not only can people learn from errors, but errors are an important part of the innovation process. However errors can have significant costs and the fear of the negative aspects of error can lead to an exclusive focus on prevention policies. Recent research emphasises the need for companies to embed within their culture ways to reduce the negative consequences of errors and enhance the positive through effective error management.

Idea #545
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Who We Call and Why in Uncertain Situations

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

When facing uncertain situations of threat or opportunity, people will call on their contacts to help them meet the threat or take advantage of the opportunity. New research shows that how many contacts they call can be influenced by such factors as their rank in the organization, whether they have an internal or external locus of control, and the type of threat or opportunity that the uncertainty represents.

Idea #529
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Starting blocks at the 2012 IAAF World Indoor Championships in Athletics (Source: Wikimedia Commons) 

Competition Among Peers Key to Managerial Promotions

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

Experience, expertise and network contacts will help secure promotions for those seeking middle management positions. Surprisingly, networks are no help for promotions to senior management positions. The most important criteria for either middle or senior managers seeking promotion is how well they fare compared to their colleagues.

Idea #535
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King Canute Reproving His Courtiers, 1848, engraving (Source: Wikimedia Commons)

How Leadership Humility Is Defined in the East and in the West

Idea posted: July 2015
  • CSR & Governance
  • Leadership & Change
  • Marketing

Two studies in Singapore reveal differences in the definition of leadership humility between Eastern and Western cultures. Attributes such as self-awareness and recognizing the strengths and achievements of followers were common and important to both cultures, the Singapore studies showed, however, a number of unique dimensions that are viewed as significantly humble in a culture where one’s place on the hierarchy is important. These unique humility dimensions included leading by example, empathy and approachability.

Idea #530
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Napoleon at the Battle of Wagram 1809, Horace Vernet, 1836 (Courtesy: Palace of Versailles)

Ensure the CEO Gets the Right Information at the Right Time

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

CEOs must be informed at all times about all internal and external facets of the company relevant to his or her performance as leader of the company. A personal knowledge infrastructure, based on the right practices, relationships and tools and aligned with the needs and personality of the CEO, can make the difference between leadership success and failure. 

Idea #532
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Millennials 4: Value Work-Life Balance But Are Willing to Work Hard for Their Careers

Idea posted: July 2015
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD

Stereotypes about Millennials can oversimplify nuances, especially if preferences among different regions of the world are not taken into account. A new global survey of Millennials shows that work-life balance is important, but Millennials are still willing to work hard to advance their careers or achieve leadership roles. (Editor’s Note: This article is based on Part 4 of the survey.)

Idea #533
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The Keystone Cops, 'In the Clutches of the Gang, 1914, directed by George Nichols and Mack Sennett (Source: Wikimedia Commons)

How to Avoid Task Conflicts Damaging Team Relationships

Idea posted: June 2015
  • Leadership & Change

The potential performance benefits of task-related conflicts can be jeopardized when those conflicts deteriorate into personal relationship conflicts. Strong team identification can prevent such deterioration — as long as the original conflict is of medium intensity.

Idea #523
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The board of directors of the Leipzig-Dresden Railway Company in 1852 (Source: Wikimedia Commons)

Non-Executive Board Members More Risk Averse than Executives

Idea posted: June 2015
  • CSR & Governance
  • Finance
  • Leadership & Change

When it comes to investment, CEOs are perceived to be the most risk tolerant, followed by CFOs and non-executives. However, recent research, measuring risk perception and return demands, shows that CEOs and CFOs are more aligned than previously thought, while non-executives are consistently risk-averse. CEOs will perceive more risk in an investment than CFOs, but don’t act on this perception: they don’t demand a higher minimum return on the investment, contrary to the minimum requirements demanded by non-executives. 

Idea #524
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3D visualization of ecological networks on the Internet, IS&T/SPIE Symposium, 2004 (Source: Wikimedia Commons)

How Informal and Formal Networks Hurt and Help Performance

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

Individuals in organizations draw on formal and informal interactions for resources, knowledge and advice. New research shows that inconsistency between the formal and informal interactions can be beneficial, to a certain extent, because of the diversity of information and resources such inconsistency provides.

Idea #526
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Investors Complain Proxy Statements Unclear on Executive Pay

Idea posted: June 2015
  • CSR & Governance
  • Finance
  • Leadership & Change

Proxy statements are often unclear on major issues, notably executive pay questions such as the appropriateness of compensation size and structure, according to a new survey of major asset managers and owners. They also lack clarity on pay ratios, corporate political contributions, corporate social responsibility and sustainability and CEO succession planning.

Idea #528
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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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Gaspar Melchor de Jovellanos at his desk, Francisco Goya, circa 1798

How to Use Compensation and Team Composition to Manage Procrastination

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

Project managers must manage the tendency of project workers to procrastinate, which leads to delayed efforts and, subsequently, quality problems. Understanding the behavioural biases of project workers leads to solutions to procrastination — solutions related to compensation, team composition and the management of information. 

Idea #519
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Civil rights leader Bayard Rustin(left), who is believed to have coined the phrase, "Speak truth to power." (Source: Wikimedia Commons)

Candid Feedback Keeps Power-holders Accountable

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

Those in positions of power have control over an organization’s allocation of scarce resources. But are subordinates as powerless as they think? New research shows that candid feedback from subordinates can compel power-holders to be fairer and less self-serving in their allocation decisions.

Idea #521
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Millennials 1: A Diverse Generation Often Misunderstood

Idea posted: May 2015
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD

A new study of Millennials across the globe confirms some common assumptions about this generation while proving other stereotypes wrong. The most important lesson, however, is the heterogeneity of this generation, which is overlooked by employers. (Editor's Note: this article is based on Part 2 of the survey.)

Idea #515
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Millennials 2: Concerned about Opportunities for Growth and Quality of Life

Idea posted: May 2015
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD

A new global survey shows Millennials from different regions of the world have different fears about their work lives. On average, the number one fear was getting stuck in a job with no development opportunities. In Latin America, however, the fear of not realizing their career goals dominated, while North Americans feared working too much most of all. (Editor's Note: This article is based on Part 2 of the survey)  

Idea #516
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Alice and the Queen of Hearts

Bossy: What’s Gender Got to Do with It?

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

Bossy is not a synonym for assertiveness, or other positive executive leadership skills, and women are labelled bossy in the workplace more often than men are. But what lessons can be learned — for both genders — from  this blatant, and damaging, double-standard?

Idea #511
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