Kafilat
Author Archives: Kafilat
Kafilat
Pseudoscience’s Infiltration of Coaching and its Impact on Organisations
Today, in a world where anyone can spread conspiracy theories, lies and unreliable information in an instant, many people, including professionals often struggle to distinguish false sources from valid ones. There is a growing collection of poor quality research that is contributing to scientifically questionable myths and the development of ineffective interventions. In the sports […]
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How to Reduce Peer Aggression and Abusive Supervision using Formalised Work Structures
Hostile, aggressive and abusive forms of leadership and supervision Hostile, aggressive and abusive forms of leadership and supervision are all too common in many businesses and organisations. Sustained hostile behaviour towards subordinates that includes non-verbal and verbal actions, such as: can cause a range of negative outcomes, such as: Power imbalances Power imbalances tend to […]
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Passive and Active Diversity in Inclusive Leadership – The Research
Despite the efforts of scholars, diversity professionals and policymakers over the past century, structural inequalities still exist that disadvantage black, indigenous, people of colour (BIPOC) and women. These often unseen barriers are present throughout society, including in private and public organisations. New research has looked at the impact of passive and active forms of diversity […]
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Pathways to Innovative Performance for SMEs
During the first few industrial revolutions, the standard business practice for achieving innovative performance was a reliance on internal capabilities and resources. Today, Industry 4.0 has emerged due to the evolution of technology. New technologies mean that organisational resources extend beyond the bounds of the business. Being more open to utilising external resources can be […]
Read moreUnlocking Organisational Agility in SMEs: How to Navigate Change and Outpace Competitors
Contemporary work environments are experiencing unique levels of volatility, uncertainty, complexity, and ambiguity (VUCA). This period of economic and social upheaval has been especially challenging for small-to-medium enterprises (SMEs), smaller organisations with limited resources. As a result, both organisations and researchers are showing increased interest in organisational agility (OA). Organisational agility Organisational agility refers to […]
Read moreThe Outcomes of Using Social Media as a Tool for B2B Sales and Marketing
Business-to-business (B2B) marketing and sales Business-to-business (B2B) marketing and sales is highly competitive and organisations are always looking for new ways to improve their competitive advantage.There are a wide range of technology tools designed to enhance the sales process and increase customer loyalty. Currently, one of the most popular tools for B2B sales is social […]
Read moreKey Organisational Digital Transformation Trends – what the research says
Today, organisations in every industry are facing the decision to maintain traditional business practices or to facilitate large-scale changes that allow for more technology integration. Many organisations already readily integrate digital tools into the daily working practices, for example: The primary aim of integrating technology is to make organisations more competitive and productive. Whilst many […]
Read moreHow Intrepreneurs Emotional Reactions can Reduce their Effectiveness
Creating a productive work environment is challenging for most organisations. Various cognitive (mental) and emotional factors can either increase or reduce employee performance in different ways. Emotional factors The following emotional and contextual factors tend to impact each other and things like intrapreneurial behaviour: Intrapreneurship Intrapreneurship refers to entrepreneurial behaviour that occurs within an organisation […]
Read moreA new study on toxic supervisor behaviours and employee silence
Toxic work environments Toxic work environments are as much a threat to an organisation from the inside as the external actions of competitors and market change. Leaders are responsible for establishing a positive, motivational and productive work environment and the entire organisation tends to suffer when they exhibit demeaning and damaging behaviour towards their employees. […]
Read moreHow to Make Leadership Training more Cross-Culturally Relevant
Developing leadership development and training programmes based on the principles from the cognitive process model may produce more effective results in mixed cultural contexts. As the world has become a lot smaller and more connected with the development of global digital communication and work tools, one of the problems many leaders and managers face is […]
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