Predicting and developing good transformational leaders and more in this month’s Oxford Review

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In the month’s Oxford Review we have a whole edition full of useful research briefings:
This month:
 

 

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Does the commitment of the board of directors of an organisation impact enterprise risk management implementation?

Keywords: enterprise risk management, board of directors, senior management commitment, chief risk officer, risk culture, risk, organisational risk

There has been a fashion in the research world recently for looking at what impact the commitment of senior management has on a range of organisational issues such as employee commitment, trust, innovation etc. A new study looking at the impact that senior management’s commitment to risk management has on Enterprise Risk Management implementation and operation. Virtually all the studies report that senior management (Board of Director level, senior leaders and managers) report, unsurprisingly, that the senior leadership commitment is a key factor in just about every issue looked at.
But is it the same for Enterprise Risk Management implementation and operation?
 
These are some surprising findings in this study which anyone engaged in risk management will want to know about
 

Employee voice: cultural differences make a difference

Keywords: employee voice, culture, organisational culture, national culture, multicultural

There has been an explosion of studies around employee voice (haw ready employees are to speak out and give feedback or voice concerns). The primary reason for this explosion in research interest around employee voice is the fact that it is associated with a wide range of positive outcomes for both employees and managers, as well as organisations.
A new study conducted a wide-ranging literary review of previous peer-reviewed research to see what can be learned about how employee voice is impacted by national culture.It is clear that not every employee will feel the same level of capability to engage in employee voice behaviours. In part, this disparity between employees will be based on individual perceptions of safety and anxiety levels and individual levels of trust and sense of effectiveness. However, this study wanted to know what impact national culture actually have on employee voice behaviours, particularly in multicultural organisations?
This is very useful study for managers, leaders, HR and Org Dev professionals, particularly those working in or consulting to multicultural / multinational organisations.

Happiness at work and why it is important

Keywords: Happiness, positive attitudes, attitudes at work, employee productivity, positive attitudinal attributes

Since 2000, there has been an increasing level of research and organisational interest around such constructs as
  • Job satisfaction
  • Engagement
  • Commitment
  • Well-being
  • Psychological capital (optimism, efficacy, resilience and hope)
  • Self-actualisation.
In the main, the interest in these topics has been largely due to the strong connections that have been found between these positive attitudinal attributes or constructs and:
  • Employee productivity
  • Positive organisational outcomes, including productivity and profit
  • Creativity and innovation
  • Organisational ambidexterity
  • Competitive advantage
  • Market relevance.
This new study wanted to find the predictors of happiness at work. It found that there are 12 primary workplace predictors

Measuring organisational alignment and performance

Keywords: organisational alignment, organisation structure, organisation performance, measurement, measuring, organisational change, change

 

The last 50 years of research into organisational performance has been marked by an increase in quantitative measures of organisational performance. Quantitative measurement provides a level of objectivity and the ability to make comparative decisions based on ‘the numbers’. Alignment Whilst quantitative measurement is not everything when it comes down to understanding and analysing organisational performance, it has become increasingly important. An important aspect of producing improvements in performance is the alignment of a range of elements within the organisation.
The question is which organisational elements need to be aligned in order to produce the outcomes required?
This important research briefing finds that there are three main elements that need to be aligned and that there are three types of measurement that can be used.

Organisational socialisation tactics: what they are and how HR systems affect them

Keywords: socialisation tactics, organisational socialisation, human resource systems, HR systems, organisational socialisation tactics

The process of organisational socialisation refers to how individuals learn and acquire the social knowledge required to effectively operate and engage in their organisation. This has been an area of increasing interest to researchers and individuals in organisations, particularly in organisational devolvement and human resources. The effective socialisation of new members of an organisation has two primary impacts:
  1. New members become more organisationally effective more quickly and
  2. Quicker and more effective organisational socialisation is seen as a competitive advantage.
A new study has conducted a review of previous research to see what can be learned about management socialisation tactics within organisations and how these are impacted by human resource systems.
This research briefing will be useful for anyone in Human Resources and management who are concerned with integrating new staff into the organisation.

Predicting and developing good transformational leaders

Keywords: leader, leadership, transformational leadership, leadership development
New leaders are rarely adequately prepared before taking up the mantle of leadership. A number of previous studies have shown that many new leaders rarely understand the practice of transformational leadership as they commence their journey as leaders. Senior management and leaders require an effective leadership approach in order to engage in sound decision-making and behaviour, particularly in complex situations which are frequently distinguished by cognitive, emotional and physical overload. This is particularly the case for leaders and managers in the emergency services. Of the numerous leadership styles, a transformational leadership (together with servant leadership) style provides the most relevant and suitable leadership responses to complex situations and, in particular, with adaptive organisations.
A new study based on nursing leaders has found that few aspirant leaders understand transformational leadership or its role in creating change in complex adaptive systems. The research looks at how in increase to chances of new leaders taking on a transformational role. This briefing will be of particular interest to anyone in leadership development, executive coaching and organisational learning roles.

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Inclusive leadership: What it is and how to achieve it

Keywords: Inclusive leadership, leadership, leadership development, inclusion, diversity
A significant drive in businesses in recent years has been to increase the diversity of employees throughout the organisation. Whilst some of this drive has been because of legislative changes, many more forward-thinking business leaders and CEOs recognise the strategic importance of having a more diverse workforce for a range of reasons including:
  • Increased levels of creativity and innovation
  • Increasing the pool of talent the organisation draws from
  • The use of different perspectives and thinking in problem-solving and business development
  • An increase in world perspective, particularly for organisations wishing to sell into international markets
  • A distinct competitive advantage
A new study has reviewed the most recent research around inclusive leadership, what it is and how to do it.
This research briefing will be of particular interest to leaders as well as anyone in HR, leadership development, executive coaching and organisational learning roles.

The factors that increase entrepreneurship intentions

Keywords: entrepreneurship, entrepreneurship education, entrepre- neurial intentions, entrepreneurial competencies, entrepreneurial skills, innovation
There has been a steady growth in interest within organisations around developing entrepreneurial skills within the organisation. Largely, this increase in interest has been based on the understanding that entrepreneurs think differently and tend to be more agile and creative, particularly in rapidly changing environments. The ability of entrepreneurs to capitalise on new technological advances, to innovate and adapt has been identified as a key factor towards developing a competitive advantage and surviving in a world of hyper change.
A new study has identified a range of factors that increase entrepreneurial intentions. In other words, what influences an individual to actually engage in entrepreneurship.
This study will be useful to anyone interested in increasing entrepreneurial activity or developing an entrepreneurial culture in an organisation.

The impact of adopting agile methodologies on an organisation

Keywords: agile, agile development, organisational development, organisational culture, performance, organisational impact, agile implementation
Agile working methodologies and principles are becoming increasingly prevalent, not only within the software and technology industries, but in many other types of organisation as well. Whilst there has been a deluge of research around agile methodologies, there has been little research on the impact of implementing and adopting agile on the organisation as a whole.
A new study (2018) has looked at what impact the adoption and implementation of agile methodologies has at an organisational level.
This research briefing will be very useful for anyone thinking about or involved in the implementation and adoption of agile.

The paradox of expertise and why experts produce more but think less

Keywords: expertise, cognitive control, context updating, series processing, automatic control, Context Retrieval and Updating
There is a central paradox at the heart of expertise: experts consistently perform better than novices, whilst at the same time they engage in less thinking and energy than novices. A core question that has intrigued psychologists for years is how can less thinking and cognitive processing produce better performance?
A new study has proposed a new theory called the Context Retrieval and Updating model, or CRU for short. What the model has found is that there is a shift in the way the brain deals with information as it progresses from novice to expert. This research briefing will be interesting to anyone in learning and coaching roles or anyone interesting in the development of expertise.

Two different subtypes of psychopaths

Keywords: Dark triad, psychopathy, psychopath
Previous studies have found that in terms of psychopathy
  • About 1.2% of the adult population suffers from psychopathy
  • Estimates are that about 89% of the prison population have psychopathic tendencies and approximately 25% have been diagnosed with trait psychopathy
  • Approximately 21% of executive level leaders also show psychopathic symptoms
This research briefing looks at a new study that finds that there are two different types of psychopath. One of which is associated to high functioning successful psychopaths most commonly found in senior management positions in organisations.

What happens when an organisation engages in controversial CSR activities

Keywords: corporate social responsibility, CSR, HR, Human resources
CSR or corporate social responsibility has become an increasingly important issue for organisations, customers, employees and stakeholders. Corporate social responsibility refers to an organisation’s moral and ethical stance and obligations. In particular in organisations, CSR comprises what the organisation stands for and what responsibilities it sees itself as having within and to wider society. Consumers, employees and stakeholders tend to want more than just good products and services. They tend to prefer to do business and work with organisations that take their corporate social responsibility seriously and play a positive role in wider societal issues.
CSR is seen as an important issue for many leading organisations, but what happens if an organisation engages in contentious CSR initiatives and what is thew the impact on human resources, human resource management and organisational performance.

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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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