One of the prized attributes of successful leaders today is “authenticity.” Research has shown that leaders who are perceived as honest and genuine and remain true to themselves positively impact the well-being of their employees, inspiring them to trust the organization, work harder, and perform at a higher level. In their quest for power and […]
Read More… from Showing a Weakness Makes Leaders More Authentic
Many people “make sense” of the world through their peers—that is, they seek to better understand events in the world around them by talking with and learning how their peers are responding to the events in question. This occurs when a new corporate strategy is announced by top management that is ambiguous—that is, not clearly […]
Read More… from Opinions of Other Managers Guide Middle Management Response to Strategy
Should the purpose of corporations focus on maximizing shareholder value or on attending to the interests of all internal and external stakeholders and society in general? According to corporate purpose scholars Dorothy Lund and Elizabeth Pollman, framing the corporate purpose debate in such unambiguous battle-line terms obscures a fundamental characteristic of corporate purpose that greatly […]
Read More… from Can Companies Choose Their Corporate Purpose?
Psychological safety—the belief that it is safe to take interpersonal risks within a group—is recognized as a key attribute of high-performance teams. Research has shown that when team members are afraid to share their views, ask for feedback, or take risks, the team will be less effective. Psychological safety is conceptualized as a shared belief—that […]
Read More… from The Danger of Assuming Shared Psychological Safety in Teams
The leadership field is filled with suggested approaches, principles, and behaviours for effective leadership, often grouped into different leadership styles. Authentic leadership, charismatic leadership, empowering leadership, servant leadership, instrumental leadership, and transformational leadership are a few of the more popular leadership styles that proponents argue will make you effective, successful, and beloved by your people. […]
Read More… from Why You Should Not Depend on a Single Leadership Style
Leadership involves a dynamic relationship between leader and follower to which both parties contribute. The study of “followership,” focuses on the vital role that followers play in the leader-follower relationship and, consequently, the role that followers play in the success of the organization. For example, poor followership, such as blindly following an incompetent or unethical […]
Read More… from Followers Can Fix the Damage of Leadership Incompetence
The importance of a group’s culture cannot be overstated: generally, the group’s culture defines how members of a group are expected to think, feel, and behave. Because culture is typically entrenched and long-lasting, one may sometimes forget the origin, or antecedent, of the culture. From where did the culture of a particular group emerge? Management […]
Read More… from When Leaders Bring Previous Tight Cultures to Their New Groups
Building on internal and external research, the Center for Creative Leadership (CCL) has developed a framework that not only measures the impact of leadership development programs but also reveals the key contributing factors that influence their effectiveness. The framework measures the impact of a leadership development program at four different levels—individual, group, organization, and society—and […]
Read More… from Measuring the Impact of Your Leadership Development Program
CEOs and corporate leaders come from diverse backgrounds, with a broad range of childhood experiences. While some CEOs were raised in affluent families, with all the privileges and opportunities that such an upbringing offers, other CEOs had difficult childhoods marked by poverty and challenging family situations. A team of researchers studying the impact of different […]
Read More… from Are Working Class CEOs Less Worried about Employee Welfare?
Prior research has revealed a ‘glass cliff’ phenomenon: Companies in crisis situations are more likely to appoint women top managers than companies that are not in trouble. These disproportionate crisis appointments often set up women executives to fail. Some have argued that companies in crisis appoint women as top managers because of stereotypical beliefs by […]
Read More… from How Signaling Motives Send Women Managers Towards the “Glass Cliff”
