Triadic relationships are common in the workplace. For example, two employees, Sharon and Mark, may share negative feelings about a third employee, Kathy; Kathy, in return, has negative feelings about both Sharon and Mark. An alternative triad involving these individuals is that Sharon and Mark have completely different feelings about Kathy: Sharon is a clear […]
Read More… from Unbalanced Relationships Hurt Performance, But Don’t Stick Around
A new study shows how impactful customer contact can be in terms of employee engagement and organizational results. According to the study, contact with customers elicits the feeling in employees that they are working to help others, that their job is not just a task in a vacuum with no connection to the rest of […]
Read More… from How More Customer Contact Creates a More Energetic, Motivated and United Workforce
New technologies and new attitudes about the role of business in society have rendered obsolete the business models, routines and processes rooted in the industrial world, according to a recent study entitled Work 2028: Trends, Dilemmas and Choices. The study was conducted by the Henley Centre for Leadership at the Henley Business School in collaboration […]
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
New research demonstrates how leadership humility positively influences the performance of a group or organization. Specifically, the research, based on two laboratory studies and one field study, shows that leadership humility leads to collective humility on the part of the group he or she is leading, which in turn leads to a group focus on […]
Read More… from Leadership Humility Is Contagious-Resulting in High Performance
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
One of the key success factors of an organization is that its executives, managers and employees or staff are able to share with each other best practices and processes, new routines, innovations and all other beneficial and important knowledge. Unfortunately, rather than the smooth and widespread transfer of knowledge, organizations find that knowledge often gets […]
Read More… from How to Encourage Interprofessional Knowledge Transfer In Your Company
Stewardship describes the deeply felt commitment of managers and employees to the success of the company above their own individual interests. A stewardship climate is one in which stewardship is modeled and rewarded by leaders and shared by employees in the company. Past research has identified six dimensions of stewardship. Intrinsic motivation. In a stewardship […]
Read More… from Stewardship Climate Scale Highlights Stewardship Behaviours in Family Firms
People who are considered for positions of leadership have proven their intelligence and competence, have acquired the experience required for the job, and often display a sense of authority and strength. These attributes might have been sufficient at a time when top-down command-and-control leadership (where the job of followers was for the most part to […]
Read More… from How Emotional Intelligence Leads to Effective ‘Human’ Leaders
INSEAD’s new global survey of Gen X, Gen Y and Gen Z respondents, focusing on the workplace, technology and leadership, reveals the similarities and differences among today’s young professionals. A collaboration between INSEAD Emerging Markets Institute, Universum and the HEAD foundation, the survey received responses from more than 18,000 professionals and students in 16 countries, […]
Read More… from Three Generations of Young Professionals Reshape the Workplace
