Idea posted: February 2015

Institutions: Center for Creative Leadership (CCL®)    Davidson College   

A Center for Creative Leadership (CCL) survey of first-time managers attending its Maximizing Your Leadership Potential (MLP) program offers some insight into the challenges first-time managers face. The 12 top…

Idea posted: February 2015

Institutions: Stockholm School of Economics   

Tall men have a greater chance of becoming leaders. As unfair as this may seem, and despite the obvious exceptions from Napoleon to CEO superstar Jack Welch, decades of research…

Idea posted: February 2015

Institutions: Duke University Fuqua School of Business    Rady School of Management   

Research in academic laboratory settings — that is, within controlled experiments with voluntary participants — has shown that individuals with deeper voices are perceived as having more leadership capabilities. Different…

Idea posted: February 2015

Institutions: Kellogg School of Management   

In most hierarchies, power is malleable, which means that it can change. A leader at the top can lose his or her power, and be replaced by subordinates who have,…

Idea posted: February 2015

Institutions: University of Toronto Rotman School of Management   

Employees just joining the workforce will have different experiences in their first jobs, depending on the economic situation of the firm in which they land. This economic situation makes a…

Idea posted: February 2015

Institutions: Carnegie Mellon University    Warwick University Business School    Pennsylvania State University Smeal College of Business   

A number of academic studies have shown that because many of us form impressions about potential leaders from their facial characteristics, certain facial characteristics (for example, a ‘competent’ look) can…

Idea posted: January 2015

Institutions: Vlerick Business School   

As the younger generation of employees move into their first leadership positions, they will naturally be anxious, as any new leader would be, about the responsibilities, pressures, and risks that…

Idea posted: January 2015

Institutions: NeuroLeadership Institute   

The SCARF® model, developed by neuroscientist David Rock, enables ‘change agents’ to exhibit more adaptive behaviours based on how mental experiences occur over time, thus offering to improve people’s capacity…

Idea posted: January 2015

Institutions: The Barrett Values Centre   

Richard Barrett’s Seven Levels of Consciousness model, founded on the principles of values-based leadership, is a guide to achieving exceptional performance in organizations. Barrett’s framework based on his extensive research…