Many CEOs recognize gender equality as an important strategic priority. However, top-level strategic priorities can be undermined if male middle managers display or enable gender bias through the type of small-scale everyday organizational practices that often go unnoticed… and become accepted as the way things are. As a result, male middle managers are the linchpin […]
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Should a board hire a former or current CEO from another company to become the new CEO? In the past, companies tended to promote new CEOs from within, ensuring that the new chief executive had the vital firm-specific experience needed to succeed. Today, however, more boards tend to believe that someone who has successfully navigated […]
Read More… from Why Previous Experience of New CEOs Makes Matters Worse!
To make decisions, leaders must understand, to use the vernacular, ‘what is happening’. They must make sense of the events and situations that impact their areas of responsibility; this sense-making not only involves the past and present, but also the future: what is likely to happen. In July of 2005, an innocent man commuting to […]
Read More… from Bad Framing Leads to Bad Decisions and Bad (Even Fatal) Actions
Equity-based incentives, such as restricted stock grants or options, are common for C-suite corporate executives. This is not surprising as they have corporate-level responsibilities. For business-unit managers in decentralized corporations, however, the practice has been less common. The preference in the past was for business unit-level incentives — that is, compensation tied to business unit-level […]
Read More… from Why Equity-Based Incentives Work Below the C-Suite
Previous research has explored the impact of life and career experiences and circumstances on CEO managerial styles. This past research shows a monotonic or unidirectional effect of a CEO’s life experiences on risk-taking. For example, CEOs rising from difficult economic circumstances might be more risk-averse while CEOs born in prosperous circumstances might be less risk-averse. […]
Read More… from The Connection Between Disasters and Less Risk-Averse CEOs
Many business leaders tend to paint all Millennials with the same brush — as young people who on one hand refuse to compromise on work-life balance issues while at the same time expecting fast-track careers without ‘paying their dues’. A global study of 16,000 Millennials in 43 countries — conducted in 2014 and co-sponsored by […]
Read More… from Millennials 5: Attitudes and Aspirations in Different Regions of the World
While much research has focused on the impact of corporate social responsibility (CSR) on profitability and results, less attention has been paid on the antecedents of CSR — that is, what conditions make a company more likely to become socially responsible. Two researchers from Queen’s University School of Business and Saint Mary’s University investigated whether […]
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Employee victimization continues to be a problem in the workplace. New research reveals how through their job performance victims themselves may be unwittingly motivating their tormentors. In any group, there will be different levels of performance: some employees will perform at a high level, some at a low level, and some at an average level. […]
Read More… from When Non-Average Performers Are Targeted by Bullies
Is sarcasm in the workplace as destructive as usually assumed? While sarcasm — in which people express one thing by saying the exact opposite — is rampant in organizations, most leadership and communication books urge people to avoid sarcastic remarks, which are considered a negative form of communication. However, a team of researchers argue that […]
The core self-evaluation (CSE) assessment is an attempt to reconcile the variety of personality types assessments (e.g. Myers-Briggs) available. The CSE looks at four personality traits: self-esteem, generalized self-efficacy, locus of control (how much one feels in control of one’s life), and neuroticism (anxiety). People with high CSE see themselves as self-worthy, self-potent, in control […]
Read More… from Transformational Leadership Extra Effective When Employees Have High Self-Esteem
