We live in an era of radical uncertainty, marked by increasing scale, pace, and complexity of change driven by complex economic conditions, information overload, and transformative technology. This environment makes decision-making challenging, as familiar anchors recede and the future seems increasingly unpredictable. For many, this uncertainty results in stress, anxiety, decision paralysis, and regret over […]
A study by a team of US and UK researchers addresses a fundamental question in leadership and management today: how common are incompetent bosses, particularly given ideas like the Peter Principle (where individuals are promoted beyond their ability) and survey data suggesting widespread negative managerial influence? Due to the potential for bad bosses to cause […]
A study by the University of Nottingham’s Getinet Haile examines the influence of organizational leadership quality on organizational performance and worker well-being. While early research in management and psychology identified core managerial values (such as how bosses treat employees, customers, and/or suppliers) as drivers of superior performance through flexibility and innovativeness, economists historically focused on […]
Researchers from the Center for Creative Leadership (CCL) argue that framing crises as individual events with a distinct start and end time fails to accurately convey the challenges that leaders face today. Instead, the current environment is characterized by what they and other scholars call a ‘polycrisis’, which can be conceptualized as a spectrum of […]
A study by Ormonde Cragun of the University of Minnesota Duluth and Michael Ulrich of Utah State University applies the principles of “Dynamic Capabilities” to succession planning to create a blueprint for strategy-driven human resources management. Succession planning is the coordinated effort of organizations to avoid disruptions when key people leave by developing potential candidates […]
The retirement of boomers from the workforce offers opportunities for companies to fulfill their promise to diversify their leadership by encouraging and enabling more women, LGBTQ+, people of color, Native Americans, and any other members of non-dominant social groups to move into senior roles. However, many barriers remain for this new generation of diverse leaders, […]
Conducted in waves every five years since 1981, the World Values Survey (WVS) is a global research study exploring values and attitudes in 120 countries (covering nearly 95% of the world’s population). Using a select group of survey questions from the WVS and its European counterpart, the European Values Survey (EVS), Kings College professor Bobby […]
Building on internal and external research, the Center for Creative Leadership (CCL) has developed a framework that not only measures the impact of leadership development programs but also reveals the key contributing factors that influence their effectiveness. The framework measures the impact of a leadership development program at four different levels—individual, group, organization, and society—and […]
Past studies have demonstrated the power of humor in strengthening relationships between leaders and followers. In the early stages of these relationships, the power position of leaders requires them be the ones to reach out to followers. Humor is an effective strategy for making these early connections. Humor positively impacts early-stage relationships in three ways. […]
To become successful leaders, individuals must identify as leaders—that is, they must see themselves as legitimate leaders who have earned the right to be leaders. The path to claiming a leadership identity is varied. For example, some people believe that leadership is part of their personalities. They have always considered themselves as leaders of others, […]
