Employees performing degrading “dirty work” tend to disengage from the organization, but leadership emphasizing group goals may help keep them engaged.
Researchers study how feedback about leadership potential affects employee performance and ambition, and make recommendations for organizations.
Researchers demonstrate the pitfalls of employees working longer or working faster to deal with time pressure.
Researchers consider whether managerial pressure and managerial inspiration lead employees to stay or leave.
Researchers find that perspective taking and empathic concern are distinct forms of interpersonal learning. Which is better in the workplace?
Experts successfully implement a job-redesign intervention that made a substantial positive impact on MIT and Harvard knowledge workers.
New research indicates that people are more willing to take strategic risks when competing with rivals than when competing with non-rivals.
Researchers uncover two key factors that help determine if ethical leadership will lead to employee success.
Males and females have different attitudes about delegating work to their employees. What explains this and what can we do about it?
Researchers explore actions that leaders can practice to be seen as more competent and trustworthy.
