Idea posted: March 2015

Institutions: New York University Stern School of Business    SIM University   

Why do employees choose to stay silent instead of reporting a problem, expressing their differing opinion or offering suggestions? Past research has examined this issue from a variety of perspectives,…

Idea posted: February 2015

Institutions: Center for Creative Leadership (CCL®)   

Three generations of Indians are currently employed in India’s workplaces. The ‘partition generation’ (born 1944-1963, and roughly equivalent to the baby boomers) were born during times of insecurity and instability.…

Idea posted: February 2015

Institutions: Carnegie Mellon University    University of Virginia Darden Business School    UCLA Anderson School of Management    University of Miami School of Business Administration    Melbourne Business School-Mt Eliza Executive Education   

Workplace conflicts are, unfortunately, a common and difficult problem for managers. The traditional approach to resolving conflict is to examine the content of the conflict: what are you fighting about,…

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: INSEAD    ESCP   

Social capital research has established the performance advantages of networking. However, we know surprisingly little about the strategies individuals employ when networking and, in particular, the underlying agency mechanisms involved.…

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: 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…