Social capital research has established the performance advantages of networking. However, we know surprisingly little about the strategies individuals employ when networking and, in particular, the underlying agency mechanisms involved. Research undertaken at INSEAD has analysed the networking strategies employed by newly promoted professionals at two professional service firms to address two closely related limitations […]
Read More… from Constructive Networking: The Strategies of Players and Purists
Tall men have a greater chance of becoming leaders. As unfair as this may seem, and despite the obvious exceptions from Napoleon to CEO superstar Jack Welch, decades of research have consistently borne out the fact that men in leadership positions — from U.S. presidents to CEO’s — are likely taller than average. Additional research […]
Read More… from Potential Leaders: Height Helps But So Does Being Smart
Research in academic laboratory settings — that is, within controlled experiments with voluntary participants — has shown that individuals with deeper voices are perceived as having more leadership capabilities. Different research points to specific qualities attributed to individuals with deeper voices, including competence, persuasiveness, confidence and trustworthiness. What happens, however, in the real world? Are […]
Read More… from A Lower Voice Can Take You Higher Up the Leadership Ladder
In most hierarchies, power is malleable, which means that it can change. A leader at the top can lose his or her power, and be replaced by subordinates who have, usually through their superior skills and accomplishments, managed to rise through the hierarchy. One of the characteristics of highly skilled subordinates is their ability to […]
Read More… from Why Leaders Sabotage Their Own Teams
The SCARF® model, developed by neuroscientist David Rock, enables ‘change agents’ to exhibit more adaptive behaviours based on how mental experiences occur over time, thus offering to improve people’s capacity to understand and modify their own behaviour and that of others within a corporate leadership context. SCARF holds that the organizing principle of the brain […]
Read More… from How Neuroscience Can Aid Collaborative Leadership
Should companies allow employees to work from home, some or all of the time? After all, with the communication possibilities of the digital age — from submitting materials through email or dropbox to low-cost teleconferencing and video-conferencing — the old reasons for making employees commute to the office every day no longer apply. Why not […]
Read More… from Remote Working Vs Office Working: Why Office is Best
CEOs tend to be strong in decision-making and the financial elements of their jobs, but weak when it comes to managing their people and developing talent, according to a survey of 160 North American boards of directors and CEOs. Specifically, ‘mentoring skills’ was tied with ‘board engagement’ for first place in CEO weaknesses, followed closely […]
Read More… from What Boards Think of CEOs
There is a decision to be made. The decision makers know what they want to do, and take action. Reflecting on the action later, however, they realize that they did not make the decision that they should have made. On reflection, they see the attributes of the should choice — the new elements or special […]
Read More… from Mindfulness Leads to Better Decisions
A flinch is defined as any show of shock, disgust or disbelief in response to a first offer. Do flinches work for negotiators, or are they counterproductive, and end up damaging the negotiation? Past research has shown that making a first offer can put you at an advantage over your counterpart. Which is more effective: […]
Read More… from How to Use Disbelief and Strategic ‘Flinches’ in Negotiations
While employees are supposed to share their knowledge with other employees for the benefit of the company, employees will often find a reason to keep that knowledge to themselves. Perhaps they believe that they will lose some status or power; sometimes employees who share knowledge will then be judged or evaluated based on that knowledge; […]
Read More… from Why Employees Hide Their Knowledge and How to Encourage Sharing
