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Talent Management Archives - Page 2 of 11 - Ideas for Leaders

Authentic Leaders Inspire Creativity, Organizational Citizenship and 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 […]

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Too Much of a Good Thing: Collaborative Overload

In the 21st century interconnected, global, cross-functional, flat-hierarchy, silo-busted world of business, collaboration and teamwork are viewed as one of the foundational pillars of success, at both the organizational level and individual level.  Such is the generally accepted wisdom. Even collaboration, however, is not immune to the dangers of ‘too much of a good thing.’ […]

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Gaming Elements in Performance Feedback Inspires Effort

Effective performance feedback is a key factor in successfully managing and motivating employees. Companies recognize that what information the employee receives and how frequently can impact the effectiveness of the feedback. One variable not always considered, however, is how the feedback is delivered.  Gaming offers some innovative ways to present performance feedback beyond the annual […]

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Why Self-Confident Women Have Less Influence than Self-Confident Men

Women are still a minority in many male-dominated professions, such as engineering and technology, as well as being a minority in leadership positions in most industries. Past studies have shown that women in these industries have a difficult time exerting the same influence in their organizations. One reason often cited is that women don’t appear […]

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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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Three Generations of Young Professionals Reshape the Workplace

INSEAD’s new global survey of Gen X, Gen Y and Gen Z respondents, focusing on the workplace, technology and leadership, reveals the similarities and differences among today’s young professionals. A collaboration between INSEAD Emerging Markets Institute, Universum and the HEAD foundation, the survey received responses from more than 18,000 professionals and students in 16 countries, […]

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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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How Mindfulness Helps Service Employees Regulate Their Emotions

While more and more attention is being paid to making work more meaningful, the fact is that for many employees, notably those dealing directly with often-difficult customers, work can take an emotional toll. This emotional toll is reflected in emotional exhaustion and low job satisfaction. Research from Maastricht University shows that mindfulness can help interactive […]

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