A recent Harvard Business Review article explains how leaders can stay prepared to engage in emotionally charged conversations, especially those that occur without much notice.
Turnover may not be as simple as once previously believed. In this study, researchers unpack the real reasons employees leave their jobs.
New research shows that humble leaders can ease employee transitions after disruptive events have affected their work lives.
New research finds that debate training promotes assertiveness, paving the way for leadership advancement.
New research reveals how female leaders can counteract the backlash they often face for being assertive.
New research finds that followers are impacted by their leader’s impostor syndrome. Is it as harmful as we might think?
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.
