Search results

Sort by: Relevancy | Date | sort descendingTitle | Rating

 

Attracting, Developing and Retaining Millennials

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

The number of ‘Millennials’ entering the workforce is peaking, and there is now global interest in understanding how best to manage them. By some estimates, nearly 80 million Millennials (young adults born between the late 1970s to early 2000s) make up today’s global workforce. There is also evidence that they are fundamentally changing how business is conducted. Here are some steps to maximizing their effectiveness in your organization. 

Idea #086
Read Idea
 
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
Read Idea
 
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
Read Idea
 
Third Floor Coffee Bar, London School of Economics, 1964 (Source: Wikimedia Commons)

Building Buy-In: The Value of Informal Relationships and Coalitions

Idea posted: June 2014
  • Leadership & Change
  • Learning & Behaviour
  • Marketing
Institutions: Baylor University

Being able to influence senior executives is desirable for most, if not all, members of an organization. According to this Idea, the key lies in internal relationships and informal coalitions. These relationships, used by executives positioned in lower levels of the organization, can help span internal boundaries across a company's various business units, thus enabling better communication and better strategic decision-making.

Idea #405
Read Idea
 
Charles Dickens' Oliver Twist, an illustration for the 1898 Swedish edition by James Mahoney

Bullying Bosses: Don’t Just Take It, Fight Back

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

Employees victimized by a bullying boss should not accept to be victims. While they may think that fighting back will make matters worse, a new study shows that employees who refuse to accept the abuse feel better about themselves, their jobs, and their career prospects than those who accept their ‘victim identity’.

Idea #488
Read Idea
 
Detail from Les Très Riches Heures du duc de Berry, July, c. 1412-1416 (Courtesy: the Musée Condé, Chantilly)

Companies Must Be Sincere About their Flexible Work Arrangements

Idea posted: November 2015
  • Learning & Behaviour

The accepted wisdom is that by helping employees to achieve an optimal work-life balance, flexible work arrangements (FWAs) — theoretically at least — help to increase employee work engagement and commitment to the organization. A new study, showing an inverse relationship between FWAs and work engagement over time, reveals that offering FWAs without a supportive employee culture in place becomes an empty gesture.

Idea #567
Read Idea
 
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
Read Idea
 
Edward Lloyd's Coffee House, where Lloyd's List was originally published in the 17th century (Source: Wikimedia Commons)

Constructive Networking: The Strategies of Players and Purists

Idea posted: February 2015
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD, ESCP

Research and experience tells us that networking improves individual and organizational performance. But how does it work and what dynamics are at play? This research helps us understand the strategies individuals use to build networks and uses specifics about individual’s attitudes, behaviours, and position to identify three networking archetypes - Devoted Players, Purists, and Selective Players. Understanding these archetypes can help organizations encourage constructive networking.

Idea #485
Read Idea
 
Character Head N°9, by Franz Xaver Messerschmidt, after 1770. Wien Museum Karlsplaz (Source: Wikimedia Commons)

Facial Cues: Can We Judge Who Looks Like a Leader?

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

Previous studies have shown that facial characteristics can help elevate a person into leadership roles. New research shows that different facial characteristics fit different domains — for example, businesspeople are expected to look ‘competent,’ while sports leaders look more ‘masculine.’ The research also shows that most people don’t have much confidence in their leadership inferences based on facial cues. But those who are confident, including corporate board members, may unconsciously be placing too much weight on facial cues in selecting leaders.

Idea #479
Read Idea
 

Financial Literacy to Get Women on Board

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

What competencies must be displayed by individuals aiming for board-level positions? Traditionally, the answer to this question would include things like knowledge, motivation and networks. While those are certainly still relevant, new research suggests a finance qualification, or background in finance, is also a key influence — especially when the candidate in question is female.

Idea #104
Read Idea
 

Five Things a New CIO Must Do to Operate as a Business Leader

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

In the age of ‘big data’ and all pervasive social media the role of the CIO is increasingly important. However, traditionally seen as a ‘techie’, the CIO needs to shift perspective to operate as a business leader; and the newly appointed CIO must position her or himself to take on this leadership role.

Idea #454
Read Idea
 

Flexible Career Paths in Organizations

Idea posted: January 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
Institutions: IESE Business School

Over the years, career paths have changed from a steady ascent, to unique tracks adapted to each person. Whereas previously, the concept of career trajectory was upward progression on a preset track, today career paths are more flexible and adaptable to personal needs. Why is it important for leaders to understand this? Well, by doing so, they can drive personal and professional development in ways based on feasible flexibility, development-orientated relationships, visibility and transparency, and diversity management. 

Idea #016
Read Idea
 
I am Superman, by Helgi Halldórsson from Reykjavík, Iceland (Source: Wikimedia Commons)

Forget the Hero: Leadership as Day-to-Day Processes, Practices and Interactions

Idea posted: March 2016
  • Leadership & Change
  • Learning & Behaviour

Leadership is often defined in terms of individuals with personality traits and attributes that allow them to inspire their followers. A team of researchers offer an alternative perspective on leadership: leadership as ongoing processes and practices, organized by people through their interactions in the mundane day-to-day operations of an organization.

Idea #590
Read Idea
 
Mount Rushmore: George Washington, Thomas Jefferson, Theodore Roosevelt, and Abraham Lincoln (Source: Wikimedia Commons)

Four Capabilities of Great Strategic Leaders

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

Intellectual honesty, accountability, and self-awareness are three of the four key capabilities of strategic leaders - leaders capable of inspiring change, innovation, teamwork and competitive performance in their companies and organizations. The final and fourth key capability of strategic leaders is the ability to attract and develop great people - to be a ‘talent magnet’. Boards searching for CEOs, and CEOs searching for a top executive team must interview candidates and select CEOs with these four capabilities in mind. And once successful CEOs and C-

Idea #137
Read Idea
 

Helping Employees Realize Their Dreams: The Search for Meaning

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

Do you want a more engaged and productive workforce?  You’re not alone—all managers do! To achieve this, managers can help employees realize and reclaim their lost dreams through tailored career development programs. This Idea offers four practical strategies to help you do this.

Idea #015
Read Idea
 
Walter and Alice Greaves on the Embankment, Walter Greaves, c.1880-90 (Courtesy: Tate Britain)

High Social Class Helps Men Get Jobs, But Not Women

Idea posted: June 2017
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

A new quantitative study proves the advantage that employers give to candidates from a higher social class. For high-class women, however, this advantage is negated by employers’ perception that they are less committed to a career. 

Idea #658
Read Idea
 
Minority superhero, State Dept./Doug Thompson (Source: Wikimedia Commons)

How 'Power Recall' Is an Effective Technique When Easy

Idea posted: July 2017
  • Learning & Behaviour

Recalling a past experience of power does not always have the intended effect of making people feel more powerful. A new study indicates that the effort required to recall the power episode may be the reason this technique can fail. 

Idea #662
Read Idea
 

How Early Work Experience Shapes Later Leadership Outlook

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

The context of an employee’s first job — specifically, whether occurring in good or bad economic times for their companies — can have a surprising impact on subsequent performance. Employees who learn the skills and habits required to succeed during economic downturns are more likely succeed when the future matches their early work experiences. The reverse is also true: workers whose first jobs occurred during times of abundance encounter greater success in the future during economic upturns.

Idea #480
Read Idea
 

How Formal Mentoring Affects Workplace Networks

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

How do widespread organizational practices like formal mentoring affect employee networking? According to this Idea, formal mentoring programs could provide boosts in visibility, increasing participants’ attractiveness as network partners. However, these benefits seem to arise more for women than men. 

Idea #199
Read Idea
 
Chinese New Year, Dragon Walk, Hong Kong (Source: Wikipedia Commons)

How Landmarks in Time Help Employees Set Aspirational Goals

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

Temporal landmarks — such as the first day of the year, a milestone birthday or the completion of a major project — can spark an attitude of renewed optimism in people that motivates them to seek out and achieve aspirational goals. Managers should take advantage of temporal landmarks to bolster employee development and achievement.

Idea #416
Read Idea
 
Rear Adm. Daniel Holloway talks with sailors during his weekly Admiral's ‘brown bag lunch’ aboard aircraft carrier USS Enterprise (Source: Wikipedia Commons)

How Seeing Things Employees’ Way Builds Performance

Idea posted: April 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
Institutions: London Business School

By adopting an employee-centred attitude to the way you lead, your staff will not only achieve the best for themselves and their own goals, but they will also deliver the best for your business. It requires a move away from the controlling orientation of traditional leadership and towards a more communicative process, in which you try to understand the strengths, fears, and aspirations of employees, and manage them accordingly.

Idea #353
Read Idea
 
Renaissance chess pieces (Source: Pixabay)

How to Stay Ahead in the Game of Office Politics

Idea posted: October 2017
  • Leadership & Change
  • Learning & Behaviour

Despite its negative connotation, office politics is a fact of workplace life. Successful people are politically savvy but also driven by integrity and authenticity. Vlerick Business School offers a guidebook for navigating the landscape of office politics without losing that authenticity.

Idea #678
Read Idea
 
The Voyage of St. Brendan the Navigator, according to legend this famed traveller reached North America between 512 and 530 AD

How Travelling Abroad Builds Trust and Tolerance

Idea posted: March 2014
  • CSR & Governance
  • Learning & Behaviour
  • Operations

The idea that travel can be important for personal development and ‘growth’ is well established. Spending time overseas can ‘broaden the mind’ — not only by increasing knowledge but also by reducing xenophobia. The maximum benefits, however, might depend on breadth as well as depth of experience. Recent empirical research finds a causal link between the ability to trust and accept others and exposure to a diverse range of ‘out groups’.

Idea #335
Read Idea
 
German Chancellor Angela Merkel and South Korean President Park Geun-hye

How Women Can Be More Politically Savvy at Work

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

Most of us have witnessed or participated of office politics at some point in our careers. What do you do in such a situation? Do you embrace it or avoid it? This Idea shows that contrary to the popular opinion that office politics is ‘bad’, politically savvy executives actually excel in their careers and make effective leaders. 

Idea #091
Read Idea
 
Tweedledee and Tweedledum, John Tenniel, an illustration for ‘Through the Looking-Glass’ by Lewis Carroll, 1871

Leadership: Is it in the Genes?

Idea posted: January 2013
  • Leadership & Change
  • Learning & Behaviour
Institutions: NUS Business School

Are leaders born or made? When looking at this question, some people believe that leadership can be taught and developed, while others believe it is essentially ‘hard wired’. This Idea, however, suggests that neither can be said to be accurate. Both genetics and the environment play an important role in leadership formation; the real question is, how much?

Idea #189
Read Idea
 
'Remnants of an Army' by Elizabeth Butler, 1877. Portraying William Brydon, the only survivor the evacuation from Kabul in January 1842. Ferens Art Gallery, Hull

Learning from Expatriate Experience After the Return Home

Idea posted: March 2015
  • Strategy
  • CSR & Governance
  • Learning & Behaviour
  • Operations
Institutions: IESE Business School

Expatriates who return home bring with them the knowledge benefits of the relationships that they made during their international assignments. New research shows that these knowledge benefits continue even after the assignment because the expatriate still has the connections with his or her former colleagues in the international host office. 

Idea #493
Read Idea
 
Recensio staff group portrait, Frank R. Snyder (Source: Wikimedia Commons) 

Learning Power: Learners Must Take Control

Idea posted: October 2016
  • Learning & Behaviour

A new model of learning power, based on 15 years of data, emphasizes the responsibility that individuals must take for their own learning. The new model unveils the complex relationships among the learning power dimensions, from mindful agency (self-determination and initiative) to openness to learning to relationship dimensions such as collaboration and belonging. 

Idea #634
Read Idea
 
Australian Recruitment Poster, World War 2 (Source: Wikimedia)

Leveraging Cyclical Unemployment for a Stronger Workforce

Idea posted: April 2013
  • CSR & Governance
  • Finance
  • Learning & Behaviour

What can we learn from an analysis of the compositional changes in the pool of unemployed over the years? This Idea demonstrates that during recessions, the pool of unemployed shifts disproportionately towards workers with high wages. Unfortunately for the companies letting them go, these are usually also the most productive employees too, but for savvy HR executives that are able to hire them, it could mean great additions to their organization’s workforce.

Idea #094
Read Idea
 
American Gothic, Grant Wood, 1930, Art Institute of Chicago

Mars Vs Venus: Gender and Self-Image in the Workplace

Idea posted: March 2013
  • Leadership & Change
  • Learning & Behaviour
Institutions: IE Business School

When it comes to assessing their leadership capability, men and women react quite differently to feedback from their peers. Women are more inclined to take co-workers’ views about them to heart. The way forward for both sexes’ development as leaders is to understand these peer opinions, close the gaps discovered, and seek the right support to build on their leadership competencies.

Idea #108
Read Idea
 
Grand Parade (mosaic) Fernand Léger, 1958, National Gallery of Victoria

Meritocracy at Work: Well-Intention Systems Can Cause the Reverse

Idea posted: August 2016
  • Leadership & Change
  • Learning & Behaviour

If managers believe, because of formal performance evaluation and compensation systems, that their organization is meritocratic, they are ironically more likely to engage in less meritocratic behaviour. Researcher Emilio J. Castilla of MIT’s Sloan School of management calls this “the paradox of meritocracy.”

Idea #620
Read Idea

Pages

Authors

Partner Institutions

Other Institutions

Real Time Analytics