What influence does a CEO’s personality have on the major strategic decisions of his or her firm? To answer this question, a team of researchers studied the impact of a CEO’s extraverted or introverted nature on his or her company’s M&A activities. The team focused on extraversion as a personality trait because of the ‘big […]
Subject: Senior Leaders
Understanding Follower Attitudes Helps Decipher Leadership Success
What makes a good leader? The answer is often given in the context of the leader’s impact on followers — a natural response since the effectiveness of a leader is defined not by what he or she does, but by what he or she is capable of getting others to do. For this reason, theories […]
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Bridge-Building CEOs Unite Divided Management Teams to Succeed
Diverse backgrounds on top management teams (TMT) can lead to the creation of knowledge-based faultlines. These faultlines are the result of top managers clustering into TMT subgroups based on shared knowledge and expertise. Researchers debate whether these subgroups are positive or negative: some believe the subgroups allow better information processing, while others believe that they […]
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How Emotional Intelligence Leads to Effective ‘Human’ Leaders
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 […]
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Bosses Who Treat Women Middle Managers Will Have Happier Frontline Employees
Job satisfaction is often linked to the quality of the working relationship between an employee and his or her supervisor. A poor relationship can lead to an increase in turnover intention — the desire or intent to leave — and eventually turnover itself: the employee quitting the job, sometimes even in the absence of a […]
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Corporate Psychopaths: A Menace to Your Organization
Psychopaths are manipulative, bullying, lying and egocentric people without a conscious. They use coercion and intimidation to get what they want, and never have a sliver of remorse for their deceit or the pain that they cause. Some psychopaths become criminals and end in prison. Others, called corporate psychopaths, use lies and intimidation to succeed […]
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Succession Planning Reduces Turmoil and Economic Impact of Departing CEO
The departure of a CEO inevitably leads to disruption and uncertainty — from a nervous workforce unsure of what the future will look like to the markets monitoring carefully the performance of a new leader in a new situation. Often, other top managers may decide that a leadership change is a good time to leave […]
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How CEO Personality Impacts on Firm Performance
How much does the personality of a CEO impact his or her decision-making and the performance of the firm? A team of researchers explored connections between the personality traits of more than 4500 CEOs and their investment and financing decisions and the performance of their firms. Their study offers a glimpse into how personality can […]
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Diversity and Inclusion: Key Success Factors for Today’s Companies
In today’s workplace, driven by demographic changes and the evolution in our social attitudes, diversity competencies in managers and leaders are required. Such competencies are based on the following abilities: attitudinal (for example, adapting to other cultural norms, withholding judgment) skills (practicing appropriate etiquette, seeking local expertise). managerial (using culturally appropriate motivational tools) knowledge (following […]
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4 Nextsensing Skills to See What the Future Holds
Behind all human progress is the question: What’s Next? Asking “What’s Next?” led humankind from the invention of the wheel to the building of the pyramids, the establishment of common laws, the printing press, the founding of universities, coinage and commerce, steamboats, passenger trains, the light bulb, space travel and, most recently, the iPhone. But […]
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