Research has identified as non-productive the narcissistic tendencies of a leader, such as a grandiose sense of self-importance and need for constant admiration, that have a negative impact on the organization. In contrast, productive narcissistic tendencies, such as charm and the drive to push through adversity, can have a positive impact. A new study examines […]
Read More… from Narcissistic Leaders Negatively Impact Different Employees in Different Ways
While a great deal of attention has been paid to the performance and cost advantages of hiring superstars, less attention is paid to employees at the other end of the spectrum: toxic workers who undermine the organization’s productivity and incur significant costs regulatory and legal liabilities. New research shows that avoiding toxic workers (or converting […]
Read More… from Avoiding Toxic Workers Is More Profitable Than Hiring Superstars
Conversations with new people are an important part of most people’s social and professional lives. After such conversations, people often seem to underestimate whether the other person in the conversation enjoyed the conversation and liked them. A series of five studies confirmed what the researchers call the ‘liking gap.’ In the first section of the […]
Read More… from Why Workplace Conversations Are More Successful than You Believe
The ideal candidates for a new job are highly competent and highly sociable. They are knowledgeable and skilled in their fields while at the same time have collegial and easy to work with personalities. Nobody is perfect, however, and many candidates will be stronger on one dimension than the other — they will come across […]
In the 21st century interconnected, global, cross-functional, flat-hierarchy, silo-busted world of business, collaboration and teamwork are viewed as one of the foundational pillars of success, at both the organizational level and individual level. Such is the generally accepted wisdom. Even collaboration, however, is not immune to the dangers of ‘too much of a good thing.’ […]
Read More… from Too Much of a Good Thing: Collaborative Overload
Friendship in the workplace can be a positive factor as friendly colleagues collaborate harmoniously, share information easily and support each other’s work. On the negative side, friendships can also lead to ‘friendship cliques’, in which the members work closely with each other but consider non-clique members outsiders, and perhaps competitors. Members belonging to a clique […]
The word ‘politics’ has such a negative connotation that being ‘skilled’ at office politics may imply deceit, hypocrisy, and other sundry attributes that one doesn’t advertise on a resume. In their white paper, ‘Your Vlerick Guidebook for Staying Ahead of the (Political) Game,’ Vlerick business school professor Katleen de Stobbeleir and her collaborator Maaike van […]
Read More… from How to Stay Ahead in the Game of Office Politics
Women are still a minority in many male-dominated professions, such as engineering and technology, as well as being a minority in leadership positions in most industries. Past studies have shown that women in these industries have a difficult time exerting the same influence in their organizations. One reason often cited is that women don’t appear […]
Read More… from Why Self-Confident Women Have Less Influence than Self-Confident Men
The quality of the relationship between a leader and a follower or subordinate can have a major impact on the satisfaction and happiness, and ultimately the performance of that subordinate. Leader-member exchange (LMX) theory is the theory that studies leader-follower relationship quality and its impact on the success of the individuals involved and the organization […]
Read More… from Why You Need to Mend Any Poor Relationships With Your Employees
The theory of leader-member exchange (LMX) focuses on the quality of the relationship between a leader and individual members of his or team, and how that relationship affects overall performance and the leader’s relationships with other team members. Low LMX quality would indicate a relationship that is limited to the contractual obligations: neither leader nor […]
Read More… from Leader-Team Member Relationships 2: Impact Job Satisfaction, Trust and Empowerment
