Clicky

Performance Management Archives - Page 6 of 10 - Ideas for Leaders

Using Values-Based Leadership to Drive Performance

Richard Barrett’s Seven Levels of Consciousness model, founded on the principles of values-based leadership, is a guide to achieving exceptional performance in organizations. Barrett’s framework based on his extensive research across organizations and increasingly whole countries is an extension of Maslow’s Hierarchy of Needs. Maslow’s Hierarchy of Needs is a well-explored, but frequently misrepresented, theory […]

Read More… from Using Values-Based Leadership to Drive Performance

What Boards Think of CEOs

CEOs tend to be strong in decision-making and the financial elements of their jobs, but weak when it comes to managing their people and developing talent, according to a survey of 160 North American boards of directors and CEOs. Specifically, ‘mentoring skills’ was tied with ‘board engagement’ for first place in CEO weaknesses, followed closely […]

Read More… from What Boards Think of CEOs

Can Late-Night Smartphone Use Reduce Engagement and Productivity?

In recent years, extensive management research has focused on the need for sufficient sleep in order to perform better in the workplace. It has been consistently highlighted as one of the most important off-work ‘recovery’ activities, necessary for replenishing an individual’s depleted resources during the working day. However, despite the evidence, many workers are still […]

Read More… from Can Late-Night Smartphone Use Reduce Engagement and Productivity?

Can Emotional Intelligence Shape a Team’s Collective Performance?

Research in recent years has consistently shown emotional intelligence (EI) to be a key determinant of performance for leaders and employees. Broadly defined as a set of competencies for identifying, processing and managing emotions, EI has been linked to many individual outcomes, such as job satisfaction and engagement. But what about at the team level […]

Read More… from Can Emotional Intelligence Shape a Team’s Collective Performance?

How to Limit Ambiguity of Responsibility and Learn from Failure

The nature and dynamics of today’s organizations are such that failures are almost inevitable; the failure of a new product initiative or the failure of an existing strategy to meet changing organizational demands are common examples. Management and psychology research has focused on highlighting tools and resources designed to help people learn from failures, and […]

Read More… from How to Limit Ambiguity of Responsibility and Learn from Failure