Narcissistic tendencies in leaders can be productive as well as non-productive. A new study shows that non-productive narcissistic tendencies have an impact on turnover intention and job satisfaction, although this impact can vary depending on gender and position in the company.
Leadership prowess is elusive, despite the enormous amount invested in it and written about it. This is partly because we require different types of leaders for different types of situation but tend to seek and act out a single leadership style, all too often the charismatic, strong, opinionated one. This inability is partly because we have few effective metaphors for leader that resonate with us, both telling us what they do and that we can relate to. Servant leader never quite rings true as a metaphor as we struggle to envisage leading as a servant; agile/adaptive leadership does not...
Avoiding a toxic worker enhances performance and costs less than replacing an average worker with a superstar — even if the superstar performs in the top 1% of employees.
In conversations with new people, most people underestimate how positive of an impression they are making A new study reveals the prevalence of this ‘liking gap’: the fact that most conversation partners like you more than you believe. This liking gap can have implications in the workplace, including the discouragement of collaborative ventures and an additional challenge for new employees.
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.
While the power of collaboration and teamwork is well-documented, the potential dark side of collaboration — for example, the same people in an organization being over-burdened by requests from others because they’ve acquired a reputation as collaborators — is ignored. A team of researchers warn of the dangers of ‘collaborative overload.’
Friendships in the workplace lay the foundation for collaboration and learning. Friendship cliques, however, can also produce fissures that only people with personalities of the diplomats in the organization can span.
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.
A new study shows that the appearance of self-confidence resulting from high performance gives men greater influence in their organizations. The same is not true for women, who in addition to appearing self-confident must also demonstrate active concern and support for others.
A leading researcher on the issue of management-subordinate conflicts explains why it is important for leaders to mend any poor or strained relationships with their subordinates — and what steps to take.
