How to measure the impact of executive coaching and more in this month’s Oxford Review

The Oxford Review October 2017
How to measure the impact of executive coaching and more in this month’s Oxford Review
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Last week our everyone in our community got a copy of this month’s Oxford Review packed with brand new findings from just published research studies

Developing evidence-based HR

Keywords: human resources, human capital, evidence-based HR, HR analytics, HR digitisation

In many organisations human resources or human capital analytics have been adding significant value and the operational use of HR analytics has been growing exponentially over the last few years. This study looks at the growth of Evidence-based HR, what it is and importantly exactly how to develop it.

 

Everything you need to know about Competitive Progression Theory

Keywords: Competitive Progression Theory, Organisational capabilities, Levels of expertise

In 1990 two professors published a paper in the Journal of Operations Management which is slowly gaining favour in many organisations and is being focused on by an increasing number of academics. The idea of Competitive Progression Theory which turned organisational development on it’s head. This special briefing looks at what it is and how you can use it.

 

Can design thinking approaches help to reduce cognitive decision-making biases?

Keywords: Bias, Decision-making, Cognitive bias, Design thinking

Decision-making, or the process of selecting the best solution from several possible alternatives, is fraught with limitations which come about from the cognitive biases we humans impose on situations. Cognitive biases or “systematic patterns of deviation from rationality of judgement” create real challenges in strategic decision-making processes. The big question any decision-making process should be considering is not whether the decision has been biased, but in what way can the almost inevitable biases be reduced. This paper looks at that process

 

How to get into flow at work

Keywords: Flow, work performance, task absorption, intrinsic motivation, focus, work enjoyment, self-determination theory, personal resources

The feeling of being in flow is one where you have settled into a nice rhythm and cadence of work, are completely immersed, feeling a sense of progression, enjoyment and motivation. When we achieve a state of flow we do not notice the passage of time, as we are wholly focused on the task at hand. This study looks at the evidence about how to achieve flow at work.

 

How to measure the impact of executive coaching

Keywords: Coaching, executive coaching, evidence-based coaching, measurement of coaching, evaluation of coaching, psychological capital, thriving a work

Coaching makes a series of assumptions about the outcomes of the process of coaching. These include the assurance that it will provide new perspectives on situations, enhance problem-solving and decision-making, develop the coachees’ personal skills, increase their confidence, improve productivity, maximise the achievement of goals and objectives and a range of other benefits that are sold as part of the coaching deal. This paper sets out a very clear way to measure the impact of executive coaching.

 

Servant Leadership: Is the Servant Leadership instrument valid across multiple cultures?

Keywords: Leadership, servant leadership, leadership style, psychometric instrument

The idea of servant leadership has been around since Robert Greenleaf introduced it in 1977 in his book, Servant Leadership: a journey into the nature of legitimate power and greatness. The concept of servant leadership is based on the idea that the leader should be placing the benefit and welfare of those who follow over the self-interest of the leader. Servant leadership focuses on leadership behaviours that develop and engage with followers and has the interests of those they are leading as the primary focus over and above their own and has been shown to be a more robust and productive leadership style than transformational leadership. This paper looks at the validity of the Servant Leadership Instrument across multi-cultures.

 

It is business model innovation rather than product innovation that makes an organisation a leader in its field

Keywords: Innovation, Business model innovation, competitive advantage, product innovation

There is a long-held belief both in industry and across the research and academic communities that an organisation’s competitive advantage is largely reliant on product or service innovation. However this study shows that it is business model innovation that make the difference.

 

The connection between fairness and commitment to organisation

Keywords: Fairness, Organisational justice, Organisational commitment

Does how fairly an organisation appears to treat its employees have any impact on how committed to the organisation its employees are? This research study looks at this and comes up with some interesting answers.

 

The gamification of work and the impact it has

Keywords: Gamification, Work design, Job design, motivation, Job satisfaction, Job performance, job characteristics model

Gamification is the process of using game design elements, whether video-based or not, in non-gaming contexts. Within the work context, gamification refers to the practice of turning tasks and work into some form of game. These days gamification largely refers to digital games. It has been found that the gamification of a task or series of tasks which are previously been seen as mundane or boring can add levels of stimulation and captivation to these work elements. However does the gamification of work really increase motivation and productivity? This study examines whether it does in a new set of work based experiments.

 

The impact of strategic alignment and IT governance style on organisational performance

Keywords: IT governance, board of directors, leadership style, strategic alignment, IT capability, organisational governance, government style

One of the many responsibilities of any organisation’s leadership at board level is IT governance. IT governance incorporates all the actions of the board that “ensure that the organisation’s information technology sustains and extends an organisation’s strategies and objectives”. This paper looks at the impact of IT governance on organisational performance and finds this is not an issue you want to ignore in any organisation.

 

The organisational factors that promote the adoption and implementation of innovation

Keywords: innovation, organisational characteristics, innovation adoption, innovation implementation

A new systematic study of the organisational factors that promote and help organisations to adopt and implement innovation has just been published. The study examined every peer-reviewed research paper since 1973 looking at these factors. The study was conducted by researchers from eight different American universities and found a series of factors which helps to promote innovation in organisations.

 

A new framework for accomplishing organisational change

Keywords: organisational change, cultural change, leadership, change management

Whilst much research has been conducted around organisational change and how to best to achieve it, relatively little is known about the impact of these organisational change strategies or the transformation of organisational culture. This study based on a real case proposes a framework for organisational change which highlights some really pertinent factors for successful organisational change.

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David Wilkinson

David Wilkinson is the Editor-in-Chief of the Oxford Review. He is also acknowledged to be one of the world's leading experts in dealing with ambiguity and uncertainty and developing emotional resilience. David teaches and conducts research at a number of universities including the University of Oxford, Medical Sciences Division, Cardiff University, Oxford Brookes University School of Business and many more. He has worked with many organisations as a consultant and executive coach including Schroders, where he coaches and runs their leadership and management programmes, Royal Mail, Aimia, Hyundai, The RAF, The Pentagon, the governments of the UK, US, Saudi, Oman and the Yemen for example. In 2010 he developed the world's first and only model and programme for developing emotional resilience across entire populations and organisations which has since become known as the Fear to Flow model which is the subject of his next book. In 2012 he drove a 1973 VW across six countries in Southern Africa whilst collecting money for charity and conducting on the ground charity work including developing emotional literature in children and orphans in Africa and a number of other activities. He is the author of The Ambiguity Advanatage: What great leaders are great at, published by Palgrave Macmillian. See more: About: About David Wikipedia: David's Wikipedia Page

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