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
In the business literature, diversity is often painted as a magic elixir that brings different perceptions and knowledge to a team or an organization, which then effortlessly leads to greater innovation and better results. The truth is more complicated. A new study, based on a survey of 326 individuals working on a total of more […]
Read More… from Without Team Identification, Diversity Fails
Although the concept of emotional intelligence (EI) is widely accepted, there is no single accepted way to define EI and measure it in people. One recent metric that has emerged is the Emotional Capital Report (ECR), which examines a series of emotional and social competencies related to EI. Because the ECR includes both personality traits […]
Read More… from Why Emotional Intelligence in Business Is Difficult
It’s not surprising to see people in the workplace tired and depleted. The cognitive consequences of such fatigue — the negative impact on people’s ability to think clearly and make sound decisions — are well documented. This state of ‘ego depletion’, to use the psychologists’ term, is also known to impact ethical decisions. Psychologists argue […]
Read More… from Why Managers Forgive Ethical Lapses of Tired Employees
A number of different incentives can potentially push leaders to make decisions that favour short-term returns over long-term value. To test whether such incentives actually have an impact on decision-making, a team of researchers used market reaction to new project announcements by CEOs. They compared differences in the market response to CEOs who had incentives […]
Read More… from Wrong Incentives Push CEO to Focus on the Short-term
Recent corporate scandals as well as the recognition that great innovative ideas can come from lower-level and front-line employees are two important reasons that the most successful organization are those in which people at all levels are not afraid to speak up. An organization’s employees must feel comfortable and safe enough to alert leaders to […]
Read More… from Speaking Truth to Power Is More Complex Than You Think
New research into the personal history and decisions of division managers, CEOs and directors of nearly 360 S&P 1500 industrial conglomerates reveals the extent of the gender bias that exists in large corporations, and highlights some of the surprising origins of the bias. Specifically, the in-depth study led to the following findings: 1. CEOs are […]
Read More… from CEOs-Gender-biased Formative Years Has a Negative Economic Impact
Launched in 2005, the STEP (Successful Transgenerational Entrepreneurship Practices) Project is a global research initiative involving 35 universities in various regions of the world, including 10 in Europe, that studies entrepreneurship within business families. In 2017, the European STEP Council released the results of a survey of more than 350 successful transgenerational family businesses in […]
Read More… from Transgenerational Entrepreneurship in Family Businesses
The best middle managers influence and inspire their subordinates to higher levels of performance. Research has shown that the secret to being an inspirational middle manager is behavioural integrity, which can be summarized as ‘walking the talk’. Subordinates become motivated and engaged when they see that the behaviour of managers aligns with what they say. […]
Read More… from Middle Managers-Walking the Talk Needs Top Management Support
In general, previous research shows a linear relationship between intelligence and perceived leadership effectiveness, with the line heading steadily northeast (the more intelligent, the higher your actual and perceived leadership capabilities). Intuitively, this would seem to make sense: you need smart people to make the right decisions, to resolve problems or even to gather and inspire […]
