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INSEAD Working Paper Archives - Page 2 of 3 - Ideas for Leaders

Reasons to Be Cheerful: Positivity Linked to Profitability

It is important to draw a distinction between over-confidence and over-optimism in business. The former can be seen as a pejorative term, linked to arrogance and hubris, and the latter as more ‘neutral’. Over-confident managers underestimate the risks of their decisions; over-optimistic ones are biased towards larger growth projections than the figures suggest. So is […]

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Identity Crises: Occupational Hazards for Female Leaders?

Female leaders often experience ‘identity conflict’, the sense that their identities as women and their professional identities diverge or are incompatible. The problem can be explained by gender stereotypes. Characteristics and behaviours typically expected of women differ dramatically from those typically expected of leaders. Gender role stereotypes tend to ascribe communal behaviours and qualities such as […]

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Healthy Bottom Lines – Food Marketing and Obesity Prevention

A review of consumer research (based mainly in North America) and of literature from marketing and related social science disciplines confirms that marketing affects food consumption in ways beyond advertising. Pricing is one of the strongest influences. One econometric study, for example, found that a 10 per cent increase in prices at fast-food and full-service […]

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Psychopaths in the C-Suite: How to Avoid Them

Only a small number of psychopaths become violent criminals. Others lead outwardly normal lives and appear integrated into society. Strongly attracted to money and power, these ‘psychopaths lite’ often seek careers in finance and business. (According to some estimates, approximately 3.9 per cent of corporate professionals have psychopathic tendencies, against approximately one percent of the […]

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Beyond ‘One-Size-Fits-All’ Leadership Development

The authors propose that different leadership development learning methods should be adopted according to the varying needs and issues faced by leaders at different levels and stages of their lives. They note that there are no definitive ‘best strategies’ for developing leaders, but that there has been an increasing recognition that leadership development must incorporate […]

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How Social Intrapreneurs Get Heard

Many large companies have developed corporate social entrepreneurship (CSE) initiatives. Examples include global management consultants Accenture, French cement, concrete and aggregates company Lafarge and Swiss pharmaceuticals multinational Novartis. Often referred to as ‘social businesses’, CSE initiatives are usually started by employees who want to help underprivileged people. Motivated partly by personal experience, these social intrapreneurs […]

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