A study from the University of North Carolina and the University of Virginia researchers addresses the ongoing challenge of workplace disparities that leave marginalised individuals, who are historically excluded from dominant groups, reporting worse professional outcomes, lower well-being, and strained relationships compared to their advantaged colleagues. While allyship behaviours (actions by advantaged individuals to support […]
The quality of listening in the workplace is associated with and likely a cause of a wide range of positive organizational outcomes. These benefits are substantial, including superior job performance, better leadership, increased trust, higher well-being, and reduced burnout. Surprisingly, despite these powerful effects, listening has received relatively little focus in organizational studies and is […]
Prior studies have shown the positive outcomes of leadership competence and leadership humility. Competence not only enhances a leader’s ability to solve problems or develop a vision, for example, but it also increases follower acceptance and satisfaction. Humility improves relationships between leaders and followers, the latter feeling more respected and empowered when a leader is […]
One might expect that newly hired employees who signal a 100% commitment to their jobs by indicating their willingness to work long hours and undertake weekend projects, for example, will be more likely to impress their new employers. According to research from the University of Bologna and Kedge Business School in France, however, newcomers who […]
The “glass cliff” is a well-known metaphor that describes how women are set up for failure by being put in leadership roles when organizations are in crisis. A research team of three feminist scholars push back on the metaphor, arguing that it perpetuates gender inequalities by placing the responsibility for negative outcomes on the individual […]
Lying, or any form of deception, is a negative and destructive behavior that is proscribed in organizations—at least theoretically. ReReal-lifeypically complicates theory, and a study from the University of Chicago Prof. Emma Levine reveals that whether deception is, unwarranted and destructive is heavily dependent on the context. Levine conducted a series of inductive and empirical […]
One of the prized attributes of successful leaders today is “authenticity.” Research has shown that leaders who are perceived as honest and genuine and remain true to themselves positively impact the well-being of their employees, inspiring them to trust the organization, work harder, and perform at a higher level. In their quest for power and […]
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 […]
Individuals engaged in contentious conversations about controversial issues rarely communicate to others in the discussion that they are willing to respectfully consider opposing viewpoints—what social scientists “receptiveness.” One reason may be that these individuals are indeed not “receptive” to contrary opinions. Another reason, however, may be that they do not know how to communicate their […]
Leadership involves a dynamic relationship between leader and follower to which both parties contribute. The study of “followership,” focuses on the vital role that followers play in the leader-follower relationship and, consequently, the role that followers play in the success of the organization. For example, poor followership, such as blindly following an incompetent or unethical […]
