Past research has demonstrated that high external performance expectations (e.g., from supervisors, co-workers, clients, family, friends, and the media) can motivate individuals to increase their efforts and be more persistent, leading to higher levels of performance. The source of this motivation is the desire to make a good impression on those who are watching. One […]
Read More… from Setting High Performance Expectations Can Lead to Failure
In the UK, Regional mental health trusts provide mental health services. Hospitals, GPs and other ‘’commissioning organizations’, such as crisis centres refer patients to these trusts. The mental health trusts are governed by clinical commissioning groups and regulated by the national Care Quality Commission. In 2011, the Care Quality Commission imposed 15 requirement notices on […]
Read More… from Why Performance Improvements Don’t Lead to Higher Trust
In the UK, Regional mental health trusts provide mental health services. Hospitals, GPs and other ‘’commissioning organizations’, such as crisis centres refer patients to these trusts. The mental health trusts are governed by clinical commissioning groups and regulated by the national Care Quality Commission. In 2011, the Care Quality Commission imposed 15 requirement notices on […]
Read More… from Why Performance Improvements Don’t Lead to Higher Trust
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
Does management matter in producing results? The intuitive response is yes. Multiple books and articles about famous, successful companies also celebrate the power of good management to drive great results. But until recently, true empirical data on the impact of management on results has been lacking. A team of academics and U.S. Census Bureau researchers […]
Read More… from Management Matters Most for Corporate Performance
Authentic leadership refers to leaders whose external behaviours and decisions are driven by internal positive values and concern for others. They tend to be self-aware, recognizing their strengths, weaknesses, values and emotions; transparent, presenting their true selves to their followers; and open to unbiased information and the viewpoints of others before making decisions. Previous research […]
Read More… from Authentic Leaders Inspire Creativity, Organizational Citizenship and Performance
While it is well documented that women earn less than men, a series of three studies examined whether agreeableness had an impact on this wage inequality — that is, whether men and women being agreeable or disagreeable changed the equation. Agreeableness incorporates attributes such as being trusting, altruistic, compliant, modest and tender-minded. Disagreeableness refers to […]
Read More… from Why Are Disagreeable Men Being Rewarded for Being Disagreeable?
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
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
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
