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
Why are some women negotiators better than others? The answer may lie in whether or not women believe that their gender and professional identities are compatible or not. Women who believe their gender and professional roles are compatible — women who are in the social science terminology “high on gender/professional identity integration,” or GPII, are […]
Read More… from Why Women Who Blend Gender and Professional Identities Are Better Negotiators
Love is not a word often found in management literature, although the consensus now recognizes the power of emotions in motivating (or demotivating) people. Daniel Goleman and others have popularized the influence of emotions in effective leadership. But even in discussions involving emotions, rarely does the word ‘love’ come up. Love in the workplace? Don’t […]
Technology that is supposed to make us more productive only seems to have complicated our task. We may be in an important meeting but know that whoever just sent an email is waiting for a response… and waiting impatiently. Is it possible to carry on multiple conversations and still be fully effective? Research shows that […]
Read More… from How Best to Juggle Multiple Conversations at Work
How to make your voice heard and be more influential in the workplace has always been a topic of interest for executives. Traditionally, it has been suggested that in order to exercise more influence, one must strive to be a part of the hallowed ‘C-Suite’ (i.e. a chief executive officer, chief financial officer, chief marketing […]
Read More… from Building Buy-In: The Value of Informal Relationships and Coalitions
In today’s information age, a key source of effectiveness in organizations is knowledge management, and more specifically knowledge sharing among employees. At the same time, one of the growing challenges faced by today’s employees is the time pressure caused by factors such as widespread corporate staff reductions and increase in job insecurity; struggling to do […]
Read More… from How to Ensure Knowledge Sharing under Pressure
While a sense of humour can be an effective leadership tool, it depends on how that humour is used. Humour that targets or belittles followers undermines the leader’s influence. On other hand, humour that is self-deprecating can increase the connection between a leader and his or her followers. Self-deprecating humour is especially potent for transformational […]
Read More… from How Transformational Leaders Use Self-deprecating Humour
Unconstrained exercise of power and high self-regard on the part of leaders can have damaging consequences for organizations. Previous research has consistently demonstrated the negative and potentially detrimental effects that these traits on the part of CEOs can have, which has led to the concept of humility being explored more and more in psychology and […]
Read More… from How Humility in the CEO Improves Management Performance
There are countless reasons why CEO and senior executive turnover takes place; external factors such as economic volatility, disruptive technology, and industry shakeups can all play a part. But according to an article published in IESE Insight, a senior leader’s own perceptions are a crucial factor in their fall from grace. Sebastien Brion describes a […]
