Category: Leadership

Problem Solving at Work: It’s Not What You Know, but WHO You Know

When it comes to problem solving at work, it doesn’t necessarily matter what you know as much as who you know. Employees who work directly with products or customers have first-hand experience with some of their company’s biggest issues. But many don’t have the influence or resources to solve those

The Role of Social Networking for Cultural Entrepreneurs

As the global economy rallies, we see an increase in cultural business start-ups. These creative industries, which include the arts, music, theatre, and so on, are in some ways quite different from conventional businesses. A cultural entrepreneur should take care to understand when their business can rely on social networking, and when it cannot.

When Leaders Do Not Treat Employees Equally

You can’t like everyone. Even as a leader, it is difficult to treat all your employees equally. Some share your interests, have been with you for longer, or are just plain more likable. Others you don’t know as well or don’t like as much. It happens. But if you allow relationships with your subordinates to become too different from one another, job performance in your organization will suffer.

Effective Decision-Making: Why are Some Leaders Better at it than Others?

Effective decision-making is critical to successful leadership. However, not all decisions are created equal. Military leaders make their best decisions by taking into account the whole view of a situation, not just following rules or repeating past choices.

Responsibly Irresponsible

While the topic of corporate social responsibility (CSR) is relatively well-researched, less is known about corporate social irresponsibility (CSiR). The authors of the present study address this gap by considering the relationship between CSR and CSiR. They predict that prior CSR is positively associated with subsequent CSiR, and that leaders’ moral identity symbolization will moderate the CSR–CSiR relationship. Through an archival study of 49 firms, findings support the hypotheses.

Dangerous Jobs: A Reason to Play Hooky? (IO Psychology)

Topic: Leadership, Culture, Health & Safety Publication: Journal of Applied Psychology (JUL 2012) Article: Aversive workplace conditions and absenteeism: Taking referent group norms and supervisor support into account. Authors: M. Biron, P. Bamberger Reviewed By: Ben Sher Why do people play hooky from work? The stress-free paradise of a day

Can Mindfulness Make Your High Potentials Higher Promise? (IO Psychology)

Topic: Burnout, Leadership, Talent Management Publication: The Industrial-Organizational Psychologist (JAN 2012) Article: Accelerating the Development and Mitigating Derailment of High Potentials Through Mindfulness Training Authors: R.A. Lee Reviewed By: Chelsea Rowe High Potential employees (HiPos) are the highly sought after, cream of the crop, high performing, next generation leaders.  Senior

Like Pulling Teeth: How to Get Greater Employee Feedback (Human Resource Management)

Topic: Feedback, Leadership, Job Attitudes Publication: Personnel Psychology Article: Ask And You Shall Hear (But Not Always): Examining the Relationship Between Manager Consultation and Employee Voice Authors: Tangirala, S., & Ramanujam, R. Reviewer: Neil Morelli Whether you’re a researcher, consultant, HR professional, or manager, you know that the best sources

The Human Side of Organizational Change (IO Psychology)

 Topic: Change Management, Leadership Publication: Personnel Psychology (2012) Article: The Role of Affect and Leadership during Organizational Change Authors: M.-G. Seo, M. S. Taylor, N. S. Hill, X. Zhang, P. E. Tesluk, N. M. Lorinkova Reviewed By: Lauren A. Wood Organizational change initiatives have become increasingly commonplace in the modern

Predicting executives’ ability to think strategically (IO Psychology)

Topic: Leadership, Personality Publication: Personnel Psychology (Winter 2011) Article: Developing executive leaders: The relative contribution of cognitive ability, personality, and the accumulation of work experience in predicting strategic thinking competency. Authors: Lisa Dragoni, In-Sue Oh, Paul Vankatwyk, & Paul E. Tesluk Reviewed by: Alexandra Rechlin Effective leaders need to think