The aim of an empowering leadership style is to transfer power and decision-making to subordinates as much as possible whilst providing support to ensure that employees are equipped to be able to take on the responsibilities to make the decisions they need to make.
This study looked at how an empowering leadership in different cultural situations. This research briefing will be really useful for anyone engaged in leadership, leadership development and cultural organisational development and change.
The interest in evidence-based practice has been growing steadily since the early 1950s in both organisations and the research. The primary interest in evidence- based practice comes from (in order of research and organisational interest combined):
This research briefing is vital for anyone involved in developing or managing evidence-based practice
One of the primary concerns of any organisation is that of employee performance. A raft of studies over the last 90 years has found that leadership management behaviour is a primary predictor of performance of employees. Indeed, a number of studies, particularly around service industry organisations, have gone as far as to say that the success of the organisation is largely dependent on its managers and leaders. The main reason for this statement is that it is the knowledge, attitudes, emotional capability, skills and behaviour of the leaders that have the main influence on employees’ own emotions, behaviours, thinking and attitudes.
In particular, transformational leadership has been the focus of much research and organisational interest, as it aims to engage and motivate followers to rise above their own self-interest by altering their morale, ideals, interests and values in order to motivate them to perform in a way that has the interests of the organisation at heart.
So, while the majority of the research has found that transformational leadership has a positive impact on employee performance in most situations, the mechanisms underlying the relationship is less well understood. When transformational leadership results in improved performance, understanding why can enable practitioners to focus on those enabling factors.
This research briefing is essential reading for leaders, executive coaches and anyone involved in leadership development
A range of previous studies have identified a plethora of beneficial outcomes of executive and leadership coaching including:
- the ability of leaders to inspire others
- creating space for strategic thinking
- better delegation
- high levels of self-awareness
- behavioural change
- increase in performance
- and a range of other benefits.
However, despite all of these previous studies, there is little robust research looking at how to measure coaching outcomes and manage the coaching process.
A new review of previous research and study by a team of researchers has proposed a Coaching Success Metric for the measurement of the success of leadership and executive coaching.
This research briefing is essential reading for anyone involved in managing coaching provision in organisations or any professional coach
A study earlier this year (2018) found that 68% of Americans receive their daily news through social media like Facebook, Snapchat and Twitter, for example. Further, it was found that, for approximately 20% of the population, social media is their primary or only source of news. Interestingly, the same study also found that about 57% of adults feel that the news they receive through social media sites is often inaccurate.
A 2017 study discovered that the rise in information and news consumption through social media is largely conditioned by news information overload. Additionally, this study found that the news presented through social media tends to be significantly shorter in length and less detailed. This move has coincided with fewer people paying for traditional journalistic sources, such as newspapers and longer form articles. Whilst this move is not ubiquitous, there is a trend towards shorter bite-size snippets of information.
In the organisational learning and knowledge management arenas, many organisations have been shifting their focus away from face-to-face ‘in-person’ workshops and learning towards e-learning approaches. Mirroring the trends in news consumption, e-learning, training and education are also moving in the direction of smaller bite-size chunks.
A new study
A new (2018) study by researchers has conducted a review of recent research looking at the connections between micro-learning, knowledge management and competency-based learning in the workplace.
Whilst many people believe that narcissism sounds like a bad trait, in fact the vast majority of the population have some degree of narcissistic tendencies. Within psychiatry and psychology there are considered to be positive and negative types of narcissism.
Generally, narcissism refers to an excessive interest in oneself or in admiration of oneself and one’s physical appearance. Narcissism includes extreme levels of selfishness and a grandiose view of one’s own talents and a craving for admiration, adoration and adulation. It is, in effect, a form of egocentrism and egotistic pursuits.
As stated above, the vast majority of the population have healthy levels of narcissistic tendencies. However, Narcissistic Personality Disorder is a serious psychiatric condition.
A 2008 psychiatric study found that the prevalence of lifetime Narcissistic Personality Disorder exists in:
- 7.7% of the male population
- 4.8% of the female population
Just a quick look at the number of peer-reviewed research articles on the following topics probably tells you everything you need to know about the overall research effort being put into leadership or management wisdom:
Number of papers (all time)
- Leadership decision-making: in excess of 2,640,000 papers
- Management decision-making: in excess of 2,220,000 papers
- Management wisdom: 674 papers
- Leadership wisdom: 364 papers
Not only is wisdom the poor relation of decision-making, it is fascinating to note that there are approximately twice as many management wisdom papers than leadership wisdom papers.
Previous studies have found that concept of practical wisdom is somewhat of a ‘slippery concept’. The ambiguity around being able to define what wisdom is and how to become wise/have wisdom probably accounts for some of this lack of attention. A number of previous researchers have concluded that the idea of practical wisdom is so fuzzy and difficult to analyse that providing research-based conclusions and guidance with any level of certainty has hitherto been virtually impossible.
The situation hasn’t been helped by the fact that there is little agreement between researchers about the tools and methods for conducting research into practical wisdom.
A new study by a team of researchers has conducted a wide ranging synthesis of research into practical leadership and management wisdom in an effort to bring some clarity to the field and provide a framework to help thinking about this topic.
This research briefing will be really useful for anyone involved in leadership and leadership development, or who are interested in wisdom in the workplace
In these days of dynamic and rapidly changing markets and environments, general organisational flexibility and adaptability are key components for a competitive advantage and organisational sustainability.
Political, economic, social, technological, environmental and legal changes external to an organisation frequently have a significant impact on an organisation’s operations and viability. The ability of an organisation to be able to adapt and respond positively is a key organisational trait, particularly in times of volatility and change. Recently, attention has turned to how to increase the level of adaptability and flexibility within organisational supply chains.
Continued supply of materials and equipment during times of rapid change and volatility, including pricing fluctuations and political/economic upheaval, is a critical survival and success issue.
A new study looking at how to develop supply chain flexibility during times of environmental dynamism (rapid change) by a team of researchers has made some really useful findings.
This research briefing will be useful for anyone interested in organisational learning in times of rapid change and volatility and in sully chain flexibility.
Previous research has found that approximately 77% of the population worries about three things on a daily basis. 2% of the population has been found to have excessive and uncontrollable worrying, to the extent that it harms their health. Excessive worrying is a primary feature of Generalised Anxiety Disorder.
The most frequent worry for the vast majority of people centres around interpersonal relationships.
Worry refers to a chain of thoughts and images which are negative and can feel relatively uncontrollable.
A new study
A new study has been looking at the connection between worry and intolerance of uncertainty and is essential reading for anyone interested in intolerance of uncertainty and mental health issues.
Agile has become a key area of interest for many organisations. The agile movement started in the software industry and today approximately 60 to 90% of software engineering firms use agile practices and project management.
As a result of intense organisational interest in agile methods and management, academic researchers have also become focused on what the characteristics are of successful agile management and projects.
Agile refers to a process whereby products and services are developed, in collaboration with the end user or customer, whereby both the requirements and solutions evolve using an iterative process. The development of products and services is undertaken by self-organising and cross-functional teams who work in collaboration with the end users in a way that is adaptive and based on:
- Evolutionary development
- Early delivery of working products and services
- Continued feedback and improvement
This process requires active engagement and a rapid and flexible response to changes, amendments and fluctuating needs.
This research briefing is based on a new systematic review looking at what the primary characteristics are for teams and individuals involved in agile working and is essential reading for anyone interested in agile team development. This briefing includes a series of handy check lists for agile team development.
The entrepreneurial orientation of an organisation refers to a strategic set of outlooks including the organisation’s:
- Inclination towards risk-taking
- Tendency for building and pursuing a competitive advantage
- Bias towards proactivity
- Its level of dependency on innovation
An organisation’s entrepreneurial orientation relates to the strategic stance and set of attitudes it uses to go about its day-to-day business. Previous studies found that organisations that have higher levels of entrepreneurial orientation display a set of specific entrepreneurial habits and behaviours that pervade the entire organisation. These habits and behaviours stem from the orientation and thinking of the management and leadership of the organisation.
This research briefing will be really useful for anyone interested in developing entrepreneurial attributes within an organisation
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