People react differently to decisions based on what they perceive was the fairness of the outcome as well as the fairness of the process — and whether or not they trusted the decision makers in the first place. For example, if people trust a manager, they are more likely to see both the outcome and […]
Read More… from How People React to the Fairness of Decisions: Trust Makes a Difference
It is well established, in research, that employees who are allowed to voice their opinions perceive decision-making procedures as more fair and are more likely to display pro-social behaviours and work in the collective interest. Relatively little, however, is known about what influences leaders’ decisions to grant ‘voice’ and act fairly. The results of the […]
Read More… from How Employees Win ‘Voice’ and Influence Decisions
High levels of ethical leadership can have unintended consequences, demotivating employees and making pro-social and co-operative behaviours less likely, according to recent research in Europe and the US. The research, based on three field studies and an experiment, finds a negative, linear relationship between ethical leadership and employee deviance: the more ethical the leader, the […]
Being able to make the right decisions at the right time is a crucial part of leadership. Too often, however, lack of a proactive attitude gets in the way, causing not only decisions getting delayed but leaders failing to effectively resolve key business challenges. Ultimately, a lack of proactive leadership can have profound effects on […]
Read More… from How Procrastination Undermines Pro-Active Leadership
