Research suggests that harmful work outcomes occur when leaders react passively to uncivil workplace behavior.
Whatever your field of work, you probably have to go to meetings. And no, they are not usually something to look forward to. It’s likely this is the case because they aren’t always productive or even necessary, yet we still continue to have them. So how can we use meetings to actually improve workplace outcomes, and leave employees feeling good? New research highlights the importance of employee participation.
How can you best foster workplace innovation and creativity in your organization? New research suggests that the key might be the width of leaders’ social networks. By working with leaders who have substantial social networks, employees are granted more resources to utilize in creative ways.
Can bosses rectify bad leader behavior by suddenly becoming extra nice? Research shows that this kind of inconsistency could actually be a detriment to employee health. Only employees with high self-esteem or high “quality of work life” will be able to cope with such inconsistency and benefit from the boss’s quick turnaround.
It’s a well-known fact that gender stereotyping has historically played a role in organizational leadership selection. But a new study suggests that job candidates who do not fit the stereotypical mold are viewed more objectively, resulting in more fair decisions during the selection process. The research suggests that exposure to those that break the stereotypical mold can also provide inspiration for other women.
Everyone knows that stress can cause health problems such as high blood pressure, depression, and exhaustion. But a new study found that positive events such as a compliment from a supervisor or achieving a work-related goal can go a long way toward improving employee health, suggesting that “positive intervention” can lead to less work-related stress.
Every leader has a different style, from unilateral to more democratic decision-making. But a new study suggests that, as long as supervisors and employees agree on the Power Distance (or disparity in control) between them, it can have positive benefits on workplace performance.