Building on the latest research on leadership, as well as scores of interviews with CEOs and other leaders, Professor of Strategy and Leadership Sydney Finkelstein of Dartmouth’s Tuck School of Business has identified four key capabilities that he argues are essential to strategic leadership. The first is intellectual honesty, that is, the capability of the […]
Read More… from Four Capabilities of Great Strategic Leaders
A multi-year, collaborative research study set out to examine the steps global companies can take to ensure that they recruit, develop and deploy the right people. Researchers from institutions including INSEAD, Cornell, and Cambridge University came together and analysed companies that were selected based on superior business performance and reputation. They found that in addition […]
Read More… from Principles of Competitive Global Talent Management
Finding ways to generate more value from employees and optimize talent is critical for leaders and HR professionals. Organizations could get even more from their investments in talent management if they focused on collaboration. That is why leaders need to be aware of how collaboration takes place among top performers and key experts in their […]
Read More… from Harnessing Individual and Organization Networks
Emotional intelligence (EI) has been conceptualized as a key predictor for success at work and job performance in a number of studies. Salovey and Mayer’s definition describes EI as an individual’s capacity to appropriately regulate his/her emotions, which involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them, and […]
Read More… from Emotional Intelligence and Leadership Behaviour
It is useful for us to analyse levels of employee engagement in organizations both during and in post-recession environments. Here we can define ‘engagement’ as satisfaction with job and commitment to the organization. It would seem likely that a workforce would be less engaged in their work – as well as less happy overall – […]
Read More… from Keeping Employee Engagement High in Tough Times
Research in the Center for Creative Leadership’s World Leadership Study found that overall, women are less trusting of their bosses than men are – and of their co-workers as well. This distrust is specific to the workplace though; with the study finding that women remain more trusting of people in general and in other parts […]
It is no secret that Millennials (also known as Generation Y) are unlike previous generations; their careers have been affected by different factors to their predecessors, such as the recent financial crisis — which left high levels of unemployment in young adults — and more widespread use of the latest technology than ever before. So, […]
Read More… from Attracting, Developing and Retaining Millennials
During the ‘80s and early ‘90s, the concept of careers was similar to a ‘race’, with each person in the race having the same time and energy to devote to reaching the same end goal. But now, careers cannot be conceived as a linear sprint, from crouching start to finishing line; instead of racing against […]
How can companies help their employees reclaim lost dreams—in both professional and non-professional contexts? Those companies able to do so will go a long way towards addressing some of the problems currently confronting not only their organizations, but society in general. A ‘dream’ can be described as a possibility that a person imagines for his/her […]
Read More… from Helping Employees Realize Their Dreams: The Search for Meaning
What are the work expectations of Generation Y graduates, and how do they differ from those managing them? Research shows that nearly a third of the UK’s recent graduates are unhappy and dissatisfied with their jobs and bosses. This then, is an important question to consider. Based on findings from a survey conducted in 2011 […]
