While the impact on employee behaviour of prosocial preferences the desire to care about others and avoid harming them is well-documented, little research has been conducted on the impact of prosocial behaviour on managerial behaviour. A study from Columbia University reveals that prosocial preferences can influence the strategic decisions of business leaders and owners (summarized […]
Read More… from Prosocial Managers May Put Employee Interests Above the Company’s
As human beings, we are spectacular at pulling off all the complicated tasks it takes to have a conversation. The one conversation challenge we have not mastered is coordinating the end of the conversation. In most cases, according to recent research, a conversation ends either later or earlier than either partner wants it to end, and for […]
Read More… from Conversations Don’t End When We Want Them To
The workplace of tomorrow, according to a study of work in 2028, will be characterized by ubiquitous digitisation, disorientation in the face of constantly changing technology, and the continuous erosion of stability and familiarity: both life and work will be fluid and episodic with limited touchpoints between individuals and the organizations they work. Many people […]
Read More… from The Future of Work Calls for Human-Centric Leadership
Emotional Intelligence is the ability to recognize how emotions can affect your behaviour and thoughts, and the behaviour and thoughts of others, and given this awareness, helps you regulate your emotions. Regulating your emotions is especially important in what psychologists label ‘emotional labour’ — work where employees and professionals have to be able to display […]
Although the concept of emotional intelligence (EI) is widely accepted, there is no single accepted way to define EI and measure it in people. One recent metric that has emerged is the Emotional Capital Report (ECR), which examines a series of emotional and social competencies related to EI. Because the ECR includes both personality traits […]
Read More… from Why Emotional Intelligence in Business Is Difficult
In general, previous research shows a linear relationship between intelligence and perceived leadership effectiveness, with the line heading steadily northeast (the more intelligent, the higher your actual and perceived leadership capabilities). Intuitively, this would seem to make sense: you need smart people to make the right decisions, to resolve problems or even to gather and inspire […]
Being aware and attending to the emotions of others is recognized as one of the key skills of today’s transformational leaders — leaders who inspire and engage their people. However, when most leadership experts and researchers talk about a leader’s ‘people’ or ‘followers,’ they are tacitly referring to individuals. In other words, the transformational leadership […]
Read More… from Reading Group Emotions Is Key to Transformational Leadership
People who are considered for positions of leadership have proven their intelligence and competence, have acquired the experience required for the job, and often display a sense of authority and strength. These attributes might have been sufficient at a time when top-down command-and-control leadership (where the job of followers was for the most part to […]
Read More… from How Emotional Intelligence Leads to Effective ‘Human’ Leaders
While more and more attention is being paid to making work more meaningful, the fact is that for many employees, notably those dealing directly with often-difficult customers, work can take an emotional toll. This emotional toll is reflected in emotional exhaustion and low job satisfaction. Research from Maastricht University shows that mindfulness can help interactive […]
Read More… from How Mindfulness Helps Service Employees Regulate Their Emotions
Michael Porter gave us a process for strategy development. It was a very cognitive process (i.e., using conscious mental activities such as thinking, understanding, learning, remembering) that followed prescribed steps: gather the right data, avoid biases, and choose activities that differentiate the firm from competitors. There is one problem with the cognitive development of strategy: […]
Read More… from Why the Best Strategic Thinkers Are Both Rational and Emotional
