By S. Reh, N. Van Quaquebeke & S.R. Giessner
Traditionally, men have been seen as better leaders because they have more authority, focus and drive, and because they more readily take tough, but necessary decisions such as downsizing, or firing staff. But Alice Eagly shows that the stereotype is outdated.
Talent and drive are often what takes people to the top, and what organisations look for when hiring or promoting to senior positions. The stakes are then high in terms of the expectations on those high-fliers to perform.
Science can tell us a great deal about what leadership is, but far less about how to develop it in our managers. It's a gap we are determined to fill. ‘The development aspect of leadership research is rather unrefined in the international research community,’ says Professor Daan van Knippenberg, head of the Erasmus Centre for Leadership Studies.
Talent management programmes – increasingly important for getting the best people into key positions. But what can organisations do to ensure they stay and give of their best? New research by Dirk van Dierendonck and Lamia Asag-Gau looks at how the line-manager can be key in fostering organisational commitment.
Research shows that employees value respectful leadership very highly. But what is it exactly? Can it be measured, and is it possible for managers to determine if they give it to their employees? Niels van Quaquebeke explains.
To help companies to instil more ethical practices within their organisation, psychologists from the Erasmus Centre for Leadership Studies home in on key issues of identification and influence.
Most organisations are keenly aware that they need to foster innovative behaviour. It’s what will, ultimately, enable them to stay ahead of the game. But what part can leadership play in encouraging individual creativity?
Why do some teams use the information at their disposal better than others? Research by Wendy van Ginkel has identified how team leaders can intervene to improve the decision-making process.
Spending $1.2m of company funds on refurbishing his Manhattan office at a time when the firm was suffering huge losses and thousands of its employees were losing their jobs. Little wonder that the actions of John Thain, former CEO of Merrill Lynch, provoked public outcry. Recent events have shown how some business leaders appear to be driven largely by motives of self-interest, rather than by the good of the organisations they are supposed to serve. Under what kind of conditions are leaders more likely to behave in this way? And when will they be more team-oriented?
How do servant-leaders behave? And what impact does their leadership style have on their followers? Researchers from the Erasmus Centre for Leadership Studies have been investigating, and have devised a new tool to help organisations assess the impact of servant-leadership behaviours.