Lying, or any form of deception, is a negative and destructive behavior that is proscribed in organizations—at least theoretically. ReReal-lifeypically complicates theory, and a study from the University of Chicago Prof. Emma Levine reveals that whether deception is, unwarranted and destructive is heavily dependent on the context. Levine conducted a series of inductive and empirical […]
Having discovered the benefits of working from home (WFH) during the COVID-19 pandemic, notably the improvement in work-life balance, many employees are reluctant to return to the office full-time. One reaction from business leaders is to offer hybrid working arrangements that include a mix of work-from-home and work-from-office (WFO) hours. A team of economists from […]
Read More… from Working from Home, Hybrid Arrangements Can Reduce Innovation
The well-documented “virtual meeting fatigue” the tiredness one feels after virtual meetings has been attributed to exhaustion arising from the multiple physical and psychological demands of such meetings. These physical and psychological demands include the requirement to pay constant attention to the screen, to engage in verbal and nonverbal communication, and to be constantly presentable. […]
Read More… from Why Virtual Meetings Make Us Tired and Can Hurt Our Performance
Because of new communications technologies, including a proliferation of video-conferencing options over the Internet, many have declared the “death of distance.” Geographical separation of even thousands of miles is no longer a barrier to close collaboration. Collaborators can work together on projects with the same ease and effectiveness whether they are physically located on different […]
One resilient conclusion from leadership commentators and observers is the connection between extraversion and leadership—that is, extraverted individuals are more likely to become leaders than introverted individuals. Leadership research, however, continuously calls into question this conclusion. Consistently over time, the results are mixed: some research will show a link between extraversion and leadership, and other […]
Read More… from Why Extraverts Don’t Necessarily Make Good Leaders
Individuals engaged in contentious conversations about controversial issues rarely communicate to others in the discussion that they are willing to respectfully consider opposing viewpoints—what social scientists “receptiveness.” One reason may be that these individuals are indeed not “receptive” to contrary opinions. Another reason, however, may be that they do not know how to communicate their […]
Read More… from “I respect your opinion”: How to Improve the Exchange of Opposing Views
The agile management approach, which began as a project management approach in the field of software product development, rejects rigid structures and processes in favour of customer-focused incremental processes that respond and adapt continuously to changing developments and customer feedback. Numerous methodologies have been developed to ensure the flexibility and responsiveness at the heart of […]
Read More… from Leaders’ Management of Team Emotions Key to Agile Success
The adverse impact of a toxic culture on organizations has been well documented. A study by a team of researchers from the University of Navarra and Harvard University focuses on the flip side of the coin: the potential beneficial impact of a healthy organizational culture on the well-being of employees. For their study, the researchers […]
Read More… from How Shared Purpose, Promotes Community and Collaboration
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
An analysis of 6.6 million papers related to the medical sciences published between 2000 and 2021 showed that the proportion of gender-diverse teams involved in medical research is growing steadily for all team sizes. The gender diversity of research teams of four members, for example, increased by 10% in that period (from 60% in 2000 […]
Read More… from Gender-Diverse Teams Are More Innovative and Impactful
