The contemporary business environment presents CEOs with complex, interconnected challenges, where attracting and retaining top talent and navigating slowing economic growth are the top executive concerns. According to a survey of 223 CEOs, attracting and retaining talent is the primary concern for more than half (54%), followed closely by global recession/slowing economic growth (52%). These […]
Read More… from Global Leadership 2025: Building Leadership Bench Strength in an Era of Uncertainty
The Global Leadership Forecast 2025, representing DDI’s eleventh forecast in 24 years, synthesizes responses from 2,185 human resource professionals and 10,796 leaders across 2,014 organizations worldwide. This extensive research, spanning more than 50 countries and 24 major industry sectors, examines talent and leadership issues and best practices amidst a challenging environment. The introduction notes that […]
The traditional approach to workforce differentiation is talent management, which involves disproportionately investing in a small, exclusive group of high-value employees, often referred to as “talents”. However, there’s been increasing pressure for organizations to adopt more inclusive talent management differentiation practices i.e., including a larger number of employees in the pool of high-value talents. For […]
Read More… from Workplace Differentiation: Why More Inclusive Talent Pools Please No One
Middle managers play a key role in implementing the talent management programs of an organization, as they are instrumental in identifying high-potential individuals and supporting the development of their knowledge and skills. Any talent management role is complicated, however, by the position of middle managers as a bridge between the strategic-oriented top leadership and the […]
One of the dominant assumptions in leadership theory is that some people are meant to lead and others are meant to follow. This assumption is based on the belief that the mindset and behaviours of a leader—to want to take charge, to be dominant, confident, and optimistic—are completely different from the mindset and behaviours of […]
One resilient conclusion from leadership commentators and observers is the connection between extraversion and leadership—that is, extraverted individuals are more likely to become leaders than introverted individuals. Leadership research, however, continuously calls into question this conclusion. Consistently over time, the results are mixed: some research will show a link between extraversion and leadership, and other […]
Read More… from Why Extraverts Don’t Necessarily Make Good Leaders
Competition is often a catalyst to productive work. Just as competition among companies spur them to design superior products and offer superior services in an effort to gain competitive advantage, individuals can respond in the same way by increasing the quality of their work and increasing their results in order to “win” whatever the competition […]
Read More… from How Competition Devolves Into Conflict Between Two People of Equal Status
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 […]
The annual leadership survey conducted by the University of North Carolina’s Kenan-Flagler Business School was focused in 2015 on the development of globally competent leaders. Global competence is required for success as a leader in today’s ‘flat’ world, yet many leaders are weak in this area — and companies may not be training them with […]
Read More… from What Does It Take to Develop Globally Competent Leaders?
The Center for Creative Leadership (CCL®) conducted research on the role of the word bossy in the workplace. Their results show a consistent trend that being bossy in the workplace has negative consequences, and those consequences are particularly harsh for women. Bossy coworkers are described as unpopular and unlikely to be successful in the future. […]
