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Scientists in the boardroom – interview with Dr. Ruby Campbell

Organisational Success Podcast

Subscribe on iTunes Player FM Listen on Spotify Listen on Podbean Scientists in every boardroom Dr Ruby Campbell LinkedIn: https://www.linkedin.com/in/drrubycampbell/ Twitter: @ProveritasGroup Email Ruby Transcript David Wilkinson (00:00:00): Today I’d like to welcome Dr. Ruby Campbell who’s written a very interesting book called Scientists in The Boardroom: Harnessing the Power of STEMM Leaders in Every […]

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The problem with transformational leadership – new research

transformational leadership and cynicism

A lot of organisational change research over the last 20 to 30 years has focused on issues around transformational leadership and the ability of transformational leaders to have a positive impact on organisational culture to effect organisational change. However when transformational leaders meet cynicism… (This research briefing was sent to members in 2019) Variable outcomes […]

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Authoritarian leadership: Definition and explanation

Terms

What is authoritarian leadership? Authoritarian leadership refers to any situation where a leader keeps hold of as much power and authority as possible. Also known as coercive or dictatorial leadership, authoritarian leaders, tend to keep all the decision-making authority to themselves and make the decisions about policies, procedures, tasks, structures, rewards and punishment themselves. The […]

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The delayed effect of leadership coaching

Leadership Coaching

Leadership Coaching Leadership coaching is a rapidly growing activity both within organisations and privately. As a result leadership coaching is attracting considerable research attention. Coaching is essentially a learning process aimed at transforming the coachees’ responses and thinking to issues. Like many learning events, often the learning outcomes tend to get measured either during or […]

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Leader humility: Definition and explanation

Terms

Leadership Humility Leadership humility is becoming recognised as a key leadership trait in many (but not all) situations. Whilst confidence and certainty in a leader can be an attractive trait it is possible to overdo it (overconfidence) particularly in uncertain and rapidly changing contexts.   There is a fine balance between a leader displaying confidence […]

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The Principled Leadership Scale – Interview / podcast

Principled leadership

Introduction Principled leadership is essential in todays environment. Issues like the Enron scandal (where the Chief Executive was found guilty of 18 counts of fraud, conspiracy and insider trading) and the VW emissions scandal (where technology was used to cheat emissions testing protocol and a range of other scandals) show that unethical and unprincipled decision-making […]

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Measuring well-being and using organisational well-being profiles

Research Briefing

Keywords: wellbeing, well-being, well-being outcomes, employee well-being, indirect costs, costs, leadership, well-being data, well-being management information, management information, management, leadership There are many studies showing that the well-being of employees is a critical success factor for organisations. As a result, many organisations have focused on improving the well-being of the people, including developing organisation wide […]

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Team decision-making and communication preferences

Research Briefing

Keywords: decision-making, team, group, team decision-making, group decisionmaking, communication preferences, gender, team leader, leadership, altruism, trust, leader, leadership, emergent leader, appointed leader Teamwork usually comprises of a series of decisions of varying degrees of risk made on a daily basis by both the members of the team and/or the team leader. The level of risk […]

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Shared leadership in project teams

Research Briefing

Keywords: leadership, shared leadership, projects, project teams, project management, project outcomes Recent (2018) studies have shown that work environments are becoming more and more project centric and that projects are increasing in complexity, in that they often require multiple teams, multidisciplinary teams and inter-organisational teams in order to deliver their outcomes. Additionally, whilst many project […]

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