Despite its detractors, Performance Measurement and Management can be made fit for the future
Recruiters should look for conscientiousness as much as proactivity when hiring team members
Gallup and PWC stress the importance of preparing employees for the AI era
New study reveals how perceptions of competence versus interpersonal skills can be inaccurately judged when choosing team members
A recent study argues for a holistic view of diversity and inclusion in the area of entrepreneurship
New study reveals a rarely discussed downside to using AI algorithms in recruitment
Oxford Saïd study offers a guide to maintaining ethical boundaries in the use of artificial intelligence
Dr Wendy Shepherd discusses the unique research behind Cranfield Executive Development’s Annual Impact Report
A WIBF and LSE’s framework for promoting gender equality in the finance sector offers lessons for all
HEC Paris study shows how pay transparency influences inequality, inequity and the gender pay gap
IMD’s Michael Wade offers help to business leaders planning for an uncertain future
A recent study offers insights for detecting, preventing and mitigating online firestorms
Hult Ashridge’s Emma Day-Duro considers the benefits ‘neurodiverse’ employees can bring to an organization, and how they can best be supported
Download Warwick Business School’s ‘Organisational Learning Report 2020’
Leaders who have discovered the power of integrating 'eco', 'ego' and 'intuitive' intelligence drive stronger business performance
A new EY report highlights the value of dyslexic capability and neuro-diversity for organizations of the future
5 core elements and 8 survival skills needed to lead complex projects
New study shows welcome positivity in the European workforce even in the UK as it prepares for Brexit
A study of student attitudes to a career shared with machines is a wake-up call for educators and employers
Leadership decision making and the implications of male ‘thinking’ and female ‘feeling’ approaches
Companies should avoid the mistake of promoting competent but unsociable employees
Columbia’s Prof Mabel Abraham highlights two causes of gender inequality in the workplace
4 ways to ensure middle managers get support from above to ‘walk the talk’ and align words with actions
Wharton researchers reveal collaboration’s dirty little secret
How companies need to control the supply and demand of creativity
Successful leaders learn to incorporate the views and preferences of diverse followers
6 research-based articles from Kellogg’s marketing savvy thought-leaders
Introducing the ‘Stewardship Climate Scale’ as a tool for measuring corporate culture
The importance of strategic framing when selecting routines for change
4 capabilities companies need to harness big data to create value
How the passive boss can be just a toxic as an abusive boss
How Innovation Gets Stuck in the Middle: a Long Read with David Magellan Horth and Jonathan R. Vehar from the Center for Creative Leadership
The damage caused when people feel excluded because of their social identity as researched by Peter Belmi of Darden Business School
A culture of respect at work and the increases creativity and the development of new ideas
The tragic de Menezes shooting shows how commitment to certain frames can escalate and lead to bad decisions
“Around the world the image of the authoritarian hero-leader is being challenged, and the Middle East is no exception.”
Recognizable job titles clearly have benefits, but can be a source of frustration and stress for employees
This White Paper from UNC Kenan-Flagler Business School explains why collaboration often fails in organizations, particularly those where virtual-communication and multiple locations are the norm
Anti-suicide research which is widely applicable outside the military
As it’s export-led economy moves to be one where domestic demand is an engine for expansion
20-First has just published its annual survey of how large corporations fare in achieving female representation not at Board level but at the C-Suite level
Applying modern manufacturing ‘lean production’ principles to ‘knowledge work’
Fons Trompenaars on the organization as a cultural context for leaders
A five-year study by leading professors from INSEAD, Harvard and Brigham Young University have identified five essential competences/abilities required for leading innovation - although as Hal Gregersen of INSEAD notes "you do not need all of the to be great."