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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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Details, drills and measuring tools

Beyond 'One-Size-Fits-All' Leadership Development

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

Different methods are suited to the learning needs of different leaders. There are unique challenges faced by leaders in different situations and at different stages of development, and as such, and a ‘one-size-fits-all’ type of methodology may not always be the best strategy for leadership development practitioners.

Idea #003
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Nelson Mandela shakes hands with his predecessor Frederik de Klerk and at Davos, January 1992 (Source: Wikimedia Commons)

Learn to Forgive: Mandela’s Leadership Legacy

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

When we forgive we can change the future. This is one of the greatest lessons organizations can learn from transformational political leaders such as Nelson Mandela, Mahatma Gandhi and Aung Suu Kyi. Resentment, bitterness and blame make us prisoners of the past and impede progress. In the workplace, we need to accept human fallibility — and encourage people to think of mistakes as learning opportunities. The wise leader — and the wise organization — forgives and learns

Idea #170
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Beating Bias through Mindfulness Meditation

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

Mindfulness meditation, the practice of clearing one’s mind of all other thoughts but the ‘present moment’, partly by focusing on the physical sensation of breathing, has long been associated with personal feelings of ‘wellbeing’ and positivity. But it has wider, more practical, benefits. New research suggests that leaders who use the technique are more likely to be resistant to the decision-making curse of ‘sunk cost bias’ — and, consequently, more likely to create value.

Idea #225
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Global Leadership: One Size Does Not Fit All

Idea posted: November 2013
  • Leadership & Change
  • Learning & Behaviour
  • Operations

Successful leaders, it’s commonly acknowledged, share certain core characteristics and competences. You don’t get very far in business without, for example, the ability to ‘envision’ the future, set and design strategy, and motivate others to achieve shared goals. But not all successful leaders are the same. A recent global study finds significant regional variations in the behaviours of successful leaders — and in the expectations and preferences of their followers.

Idea #250
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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 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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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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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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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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(Source: Pixabay)

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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