Research shows that voluntary turnover is driven by a mix of motives, and that employees’ true reasons for leaving often depend on the context in which they are asked.
Coaching is most effective when coaches are matched to coachees based on personal preferences rather than superficial similarities, and when coaches focus on goal-setting rather than rapport.
New research explores how employees react when they are exposed to leaders who inconsistent waver between behaving ethically and abusively.
Researchers find that career plateauing, compounded by abusive supervision, influences employees’ likelihood to engage in counterproductive work behavior.
New research explores the double-sided nature of narcissistic leaders. How can they affect the job performance and job satisfaction of new employees?
New research finds that leaders’ silence on injustice can damage how their employees see them.
New research shows that servant leadership is associated with cooperation and helping among team members.
Gossiping about supervisors leads employees to be more concerned about image and less engaged at work. However, it can also provide a sense of power and control for employees.
New research highlights the benefits that a humble leader can have on employees and teams.
New research shows that humble leaders play an important role in encouraging employees to speak up about mistakes or concerns. Why is this so important for organizational success?
