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U.S. Army enlisted promotion - CONTIC Intelligence Center, Ft. Bragg, N.C. (Source: Wikimedia Commons)

Can Employees Be Motivated by More than Money and Benefits?

Idea posted: June 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Managers mistakenly believe that, although they have to provide both intrinsic (e.g. the love of a challenge) and extrinsic (compensation) motivations, employees are only extrinsically motivated. To best motivate their employees, managers need to look beyond the traditional external motivations such as bonuses and find ways to make the work challenging and interesting.

Idea #401
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Robert Maxwell, media tycoon and owner of Mirror Group Newspapers, 1991 in London. Maxwell died in November 1991 (Copyright: Shutterstock)

The Curse of the Narcissistic CEO

Idea posted: June 2014
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

In theory, strategic decision-making is a democratic process in which the knowledge and previous experience of all executives is brought to bear. In practice, it doesn’t always work that way. A recent study finds that more narcissistic CEOs fail to pool knowledge effectively, putting themselves and their own experiences first. This underlines the importance of checks and balances on CEO power.

Idea #404
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The School of Athens (detail), fresco by Raphael in the Apostolic Chapel, Vatican City

Be a Learning Leader

Idea posted: June 2014
  • Leadership & Change
  • Learning & Behaviour
Institutions: Henley Business School

For organizations to learn and adapt, their employees must also learn and adapt. Leaders inspire learning through a range of relationships with direct reports and peers. They must develop relationships that encourage and facilitate individual learning. Different types of learning relationship need distinct personal leadership behaviours. Leaders can adapt to the different learner expectations and create conducive conditions for improving organizations’ learning performance.

Idea #407
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George Washington and the cherry tree. A lithograph by John C. McRae, 1867, after a painting by G. G. White

How to Limit Ambiguity of Responsibility and Learn from Failure

Idea posted: June 2014
  • Leadership & Change
  • Learning & Behaviour

Failed experiences are not always a bad thing; they can be sources of learning, and improved performance. However, individuals do not always learn from failure. Whether they attribute that failure internally or externally has a role to play in their learning, and an additional factor is how ambiguous their responsibility for that task was. This Idea explores these factors and more.

Idea #396
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Players from Clermont Auvergne 2010 Rugby union team in a huddle (Source: Wikimedia Commons)

Can Emotional Intelligence Shape a Team's Collective Performance?

Idea posted: June 2014
  • Leadership & Change
  • Learning & Behaviour

Emotional intelligence on the part of team members as well as team leaders may have a significant impact on the team’s performance. The mediating factor seems to be trust — something emotional intelligence can enhance, which subsequently leads to better overall collective performance. Read on to find out more.

Idea #398
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Can Late-Night Smartphone Use Reduce Engagement and Productivity?

Idea posted: June 2014
  • Leadership & Change
  • Learning & Behaviour

The increasing use of smartphones around the world has led to many organizations endorsing them, and providing them to their employees. However, could there be a downside to the benefit of having instant access to work documents and emails? According to this Idea, late night use of smartphones may interfere with sleep, resulting in employees being less engaged at work the next day. Read on to discover the implications of these findings.

Idea #399
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The White Rabbit, by Sir John Tenniel (1820 –1914), an illustration from the original edition of Lewis Carroll’s Alice in Wonderland

How to Ensure Knowledge Sharing under Pressure

Idea posted: June 2014
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Knowledge sharing among employees is vital to an organization’s success. But increasing time pressure makes employees less willing to break away from their tasks and deadline work to help others. In a busy and competitive environment it is up to organizations to help relieve this pressure.

Idea #392
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Women Workers in Estonia, unknown artist from the soviet period (Courtesy: ussrpainting.blogspot.com)

Back to Leadership Basics: Make Time for Your Team

Idea posted: June 2014
  • Leadership & Change
  • Learning & Behaviour
Institutions: London Business School

Leaders can make a much greater impact on their businesses if they spend more of their time ‘at the sharp end’, working directly with their people. To do it, they need ruthlessly to delegate, or desist from, time-consuming but relatively unproductive tasks, freeing up several more hours a week to coach and motivate employees to achieve higher performance. 

Idea #393
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Kenya's Faith Chemaoi crosses the finishing line of the 2014 Paris Marathon (Source: Wikimedia Commons)

How Reference Points Motivate Us

Idea posted: June 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Reference-dependent theories state that individuals evaluate outcomes as gains or losses, depending on a neutral reference point. Making 19 sales in a month is a loss when the goal — the reference point — was 20 sales a month. Data from 10 million marathon finishes provides a field test that confirms the behavioural expectations and implications of these theories, shedding a light on how milestone goals can push individuals to higher performance.

Idea #394
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The Nightmare by Henry Fuseli, 1781, Detroit Institute of Art

How Sleep Deprivation Can Cause Unethical Behaviour

Idea posted: June 2014
  • CSR & Governance
  • Learning & Behaviour

Are your employees working longer hours? This is the case with most organizations today. Look deeper and you might find that they are sleep deprived as a result. This Idea suggests that such sleep deprivation can lead to more unethical behaviour at work, but there may be a simple, short-term solution: a cup of coffee!

Idea #385
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Decision Support Systems: Under-rated and Under-used?

Idea posted: June 2014
  • Strategy
  • Learning & Behaviour
  • Marketing

Technology now provides a range of decision support systems to interrogate, process and analyse data on markets and customers and help companies answer ‘what-if’ questions. The best ones, however, could be being neglected by organizations. Recent empirical research finds a clear discrepancy between users’ perceptions of decision support systems and how these systems actually perform. 

Idea #387
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The Procession of the Magi (detail), by Benozzo Gozzoli (c 1421–1497), Chapel of the Magi, Medici Palace Florence

When Suspending Group Debate Enables Innovation

Idea posted: June 2014
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour

Traditionally, new product development teams generate ideas for innovations by ‘continuous’ group interaction. This method has its drawbacks, however. Many good ideas get lost in the ‘noise’ of the debate. Taking a short break from discussion to allow people to reflect and gather their thoughts could make a real difference to the number and diversity of ideas — and, importantly, the quality of the final concept.

Idea #388
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The Pros Vs Cons of Online Management Education

Idea posted: June 2014
  • Learning & Behaviour

Are you thinking of enrolling your employees on an executive education program, or investing in one yourself? Would you consider opting for an online program? These are certainly gaining prominence with several traditional business schools now conducting certain programs entirely online. This Idea looks at the pros and cons of online learning, and what you need to consider before endorsing one.

Idea #389
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A copy of Auguste Rodin's The Thinker on the Columbia University campus (Source: Wikimedia Commons)

How Reflection Aids Performance: The Thinker as Learner

Idea posted: June 2014
  • Leadership & Change
  • Learning & Behaviour

What is ‘learning-by-thinking’ and how can it improve individual performance in your organization? This Idea explains why it is important to incorporate time for reflection in the learning process, and how it differs from learning by experience alone, without reflection. 

Idea #390
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How Employees Win ‘Voice’ and Influence Decisions

Idea posted: June 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

High levels of engagement and commitment in the workplace could be both a cause and an effect of involving employees in decision-making processes. Research suggests that leaders ‘grant voice’ to followers who combine a need to influence the organization with a need to belong and take part — and that followers work better for leaders when they do.

Idea #391
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"Just like that", the supreme British comedian, Tommy Cooper, 1921-1984 (Courtesy: Virgin Media)

How Transformational Leaders Use Self-deprecating Humour

Idea posted: May 2014
  • Leadership & Change
  • Learning & Behaviour

Transformational leaders, who are focused on helping others advance and succeed, know how to use self-deprecating humour to earn the respect and trust of their followers. 

Idea #382
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An Holistic Approach to Leadership Development

Idea posted: May 2014
  • Leadership & Change
  • Learning & Behaviour

Leadership development tends to focus on behavioural competencies, and how these can be attuned to create more effective leaders. This Idea takes a different approach: look beyond competencies and consider inner experiences as well. Such a holistic approach can help organizations and their leaders utilize a broader repertoire of responses to difficult situations.

Idea #383
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Walkie talkie. Image from World War II US Signals Corps' manual (Source: Wikimedia Commons)

How to Lead Virtual Teams

Idea posted: May 2014
  • Strategy
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD

Virtual teams, groups of diverse and geographically dispersed people communicating mainly by technology, pose challenges for companies. They can deliver superior performance and become an important source of value creation, but they demand a new management and leadership approach. Organizations that apply the ‘rules’ for classic or traditional teams will be disappointed.

Idea #384
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The Misers, by a follower of Marinus van Reymerswaele, c.1490-1567, The Royal Collection Trust

Profits Vs Principles: Market Competition and Moral Transgression

Idea posted: May 2014
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Competition sometimes has undesirable consequences. These could include ‘tolerance’ of moral transgressions that further the economic interests of the organization. New research suggests that in highly competitive markets, where the pressure to outperform is intense, leaders might be less likely to discipline ‘bad’ employees who are ‘good’ for the bottom line.

Idea #380
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“And dressed myself in such humility that I did pluck allegiance from men's hearts.” Shakespeare’s Henry IV Part 1. Painting of Henry IV, British School, 1620s, Dulwich Picture Gallery

How Humility in the CEO Improves Management Performance

Idea posted: May 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Humility on the part of a CEO can lead to highly beneficial results in their organization; humble CEOs improve top management team integration, which in turn increases middle managers’ perception of an empowering organizational climate, resulting in better work engagement, commitment, and job performance. Read on to learn more about why this trait is so important for CEOs to develop.

Idea #375
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Why Women, Particularly Mothers, Miss Out on Mentors and Networking

Idea posted: May 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Mentorship can overcome the barriers to leadership positions for women. Even with mentors, however, women, especially those with children, face continued resistance in personal development, included limited access to the networking opportunities so vital to a leadership career.

Idea #376
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Can a Leader Be Too Ethical?

Idea posted: May 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Ethical leadership reduces the risks of antisocial and selfish employee behaviour and encourages the kind of ‘pro-social’ behaviours that create value and promote the collective interest. There could, however, be a point at which it is counterproductive. Recent research suggests that leaders demonstrating particularly high ethical standards can weaken the psychological contract with employees through perceived ‘moral reproach’.

Idea #377
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The Creation of Adam, Sistine Chapel, fresco detail, 1509, by Michelangelo

Digit Ratio Predicts Men's Product Choices

Idea posted: April 2014
  • CSR & Governance
  • Learning & Behaviour
  • Marketing

Marketers have long known that product choice cannot be predicted reliably by knowing someone’s sex. Multiple factors — ranging from age and income to lifestyle and family preferences — influence purchasing decisions. Now, there’s another variable to add to the list. Recent empirical research suggests that digit ratio — the relative lengths of the fore and third fingers — is linked to the product choices of men.

Idea #366
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The Feast of Attila the Hun by Mór Than, 1870, the Hungarian National Gallery, Budapest

Ways to Cope with Abusive Superiors

Idea posted: April 2014
  • Leadership & Change
  • Learning & Behaviour

Abusive supervision can have negative effects on employee performance. However, according to this Idea, how an employee copes with such abuse and their level of conscientiousness can be determining factors as to just how deep these negative effects are. Read on to find out how to minimize the effects of abusive supervision in your organization.

Idea #367
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Luggage tag for Japan Air Transport, 1937 (Source: Wikimedia Commons)

Relocating Leaders Abroad: Pros and Cons

Idea posted: April 2014
  • Strategy
  • CSR & Governance
  • Learning & Behaviour
  • Operations

The internationalization of markets and industries means executive offices and core functions are being moved abroad. Relocating top managers, however, can be risky. Organizations should explore the alternatives before making a decision. There are arguments for and against leaders crossing borders.

Idea #368
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Dinamismo di Treno Nave Aereo, 1929, by Italian futurist painter Giulio D'Anna (Source: Wikimedia Commons)

Why Inferior Innovations Often Beat the Best

Idea posted: April 2014
  • Strategy
  • Innovation & Entrepreneurship
  • Learning & Behaviour

In theory, companies base decisions on whether or not to buy a new technology on an objective assessment of its merits and demerits. In practice, however, it doesn’t always work that way. Random events and ‘copy-cat’ behaviours among competitors play a significant role in the spread of innovation.

Idea #369
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Why books are always better than movies? An image made by Massimo Barbieri using the free software Gimp, 2009 (Source: Wikimedia Commons)

Understanding Dreams: A New Tool for the Executive Coach?

Idea posted: April 2014
  • CSR & Governance
  • Learning & Behaviour
Institutions: INSEAD

Dreams can provide powerful clues to someone’s mental and emotional state. They can also be a ‘path’ to conflict resolution and problem-solving, helping people confront deep-seated fears and concerns. Dream recall can, therefore, be an important part of executive and leadership coaching.

Idea #371
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Mortality: The Ultimate Motivator

Idea posted: April 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD

Existing management theories fail to provide the complete picture on employee motivation. To understand what drives us as human beings you have to understand a range of complex psychological factors — including fear of death and denial of our own mortality. Death is a powerful ‘stealth motivator’ that leads to defensive and avoidance strategies in the workplace. 

Idea #365
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Managing Cross-industry Innovation

Idea posted: April 2014
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour

Cross-industry collaborations can combine and ‘re-configure’ existing technologies and lead to the development of new ‘applications’. Their success, however, depends on more than a culture of enterprise and a commitment to innovation at the ‘partnership’ companies. Procedural and organizational factors can make or break interindustry product development. 

Idea #357
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King Canute showing he did not have power over the tide. This story recorded in Henry of Huntingdon's twelfth-century History of England, was a testimony to Canute's wisdom and Christian humility.

Six Steps to Using Executive Power Wisely

Idea posted: April 2014
  • Leadership & Change
  • Learning & Behaviour
Institutions: IESE Business School

This Idea presents six positive steps leaders can take to use power well, maintain it, and use it for good ‘pro-social’ ends. By following these steps they can enhance group success and make decisions that have a positive impact on their organization. The Idea also warns them against falling prey to “illusions of alliance” that can lead to the eventual demise of both their power and position.

Idea #358
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