Peter Drucker was always asking pointed questions—and, in turn, prompting people to challenge their assumptions, reframe problems and consider different angles.
With that in mind, here are six questions — all of them straight out of Drucker’s writing — that I believe he would now pose to any manager trying to cope with, in his words, “the complexities of size, markets, products and technologies.”
Three or four times a year I teach 5-week courses at the University of Phoenix in the Business Management College. I love bringing my real-world experience as a female business owner and consultant to some of the world's ...
Organizational behavior (OB) is a social science that embodies multiple disciplines stemming from an array of interrelated fields affecting human behavior in the workplace. OB is therefore recognized as a highly multidisciplinary subject. Understanding organizational behavior, it’s multitude of facets, their relation and affects to one another, shall undoubtedly aid managers and leaders to build better organizations.
This study sheds light on the mediating processes by which transformational leadership influences follower performance and innovation, respectively.
The authors hypothesize that transformational leaders boost follower performance by stimulating organizational citizenship behavior, whereas they enhance follower innovation by triggering controversial discussion of task related issues (debate).
On the contrary, the authors do not expect these mediating effects to hold for the relationship between transactional leadership and follower performance and innovation, respectively.
Their hypotheses were confirmed in an empirical study of N = 91 leaders from 91 German companies.
In a meta-analysis of 42 studies on the relationship between creativity and climate factors, 14 dimensions emerged as major predictors of creative performance -- especially in competitive and high-pressure environments.
Emotional Intelligence and Lincoln: 5 Leadership Principles Business 2 Community The reasons for his success have been widely debated and there is good evidence to suggest that Lincoln possessed a high level of emotional intelligence that allowed...
What do employees really want from company leaders? The answer may surprise you — and, more important, may prompt you to change some of your practices.
“I don’t think the people who work for you want you to be an optimist anymore,” says GE CEO Jeff Immelt. “They want you to be realistic. They don’t want hollow promises, they want action: What’s your plan, and how are you going to solve problems?”
The hallmarks of what Immelt calls “positive leadership” are authenticity, transparent communication, a focus on the future, and the ability to solve problems and take action.
As the world mourns the loss of Nelson Mandela and commemorates his greatness as a leader, we would do well to remember that one of the many hallmarks of his leadership was trust. The greatest leaders in the world gravitated toward Mr. Mandela because he was genuinely trustworthy and his purpose was to support peace, prosperity and unity not only in South Africa – but throughout the world. Mandela was able to lead people in ways that many find impossible to do. As he famously said, “It always seems impossible until it’s done.”
Unfortunately, trust is in rare supply these days. People are having trouble trusting each other, according to an AP-GfK poll conducted in November 2013, which found that Americans are suspicious of each other in their everyday encounters.
As the global economic recovery gathers momentum, optimism among CEOs is increasing. The postrecession period challenged many companies, and their chief executives focused their attention on survival. But they are now switching into growth mode. This drive for growth is shaped by fundamental external forces that are transforming business and society.
The world in which we live and work is being redefined by five global trends: technological advances, demographic changes, global economic shifts, urbanization, and resource scarcity and climate change. These trends have far-reaching and often interrelated effects on society. For example, the migration of spending power to emerging markets, along with explosive population growth in some countries, will result in a billion people being better off than they are now. The same developments, however, could exacerbate unemployment, social unrest, and resource shortages.
Culture has emerged as a contributor to organizational success. A healthy culture can impact outcomes; direct behavior, encourage cooperation and innovation. However, when does the content or strength of that culture become overpowering?
In social cognitive theory human behavior is extensively motivated and regulated by the ongoing exercise of self-influence. The major self-regulative mechanism operates through three principal subfunctions. These include self-monitoring of one's behavior, its determinants, and its effects; judgment of one's behavior in relation to personal standards and environmental circumstances; and affective self-reaction. Self-regulation also encompasses the self-efficacy mechanism, which plays a central role in the exercise of personal agency by its strong impact on thought, affect, motivation, and action. The same self-regulative system is involved in moral conduct although compared to the achievement domain, in the moral domain the evaluative standards are more stable, the judgmental factors more varied and complex, and the affective self-reactions more intense. In the interactionist perspective of social cognitive theory, social factors affect the operation of the self-regulative system.
Robert E. Ployhart, Bank of America Professor of Business Administration and Moore Research Fellow at the Darla Moore School of Business of the University of South Carolina, talks about his article "The Fascinating Psychological Microfoundations of Strategy and Competitive Advantage," which he wrote with Donald Hale, Jr., also of the Darla Moore School of Business, for the first volume of the Annual Review of Organizational Psychology and Organizational Behavior. In this lecture, he discusses how psychological research can provide new insights into understanding how firms perform and gain a competitive advantage. However, Dr. Ployhart argues that to achieve such understanding will require psychologists to adopt a broader perspective and integrate their scholarship with research in strategic management...
Here is a truth, which when it is thoughtfully and diligently put it into practice, can set you on a course for success as much as, if not more than, any other skill you will ever acquire and develop: Listening is the most important ...
One of the icons of the Industrial Age is the time clock (aka punch clock – maybe because you’re very tempted to punch it).
In an industrial age business, the human resources are plugged into jobs that are in most cases boring, anti-creative, non-stimulating. To keep people at such drudgery, two tools are employed: hourly wages and the time clock.
The hourly wage incentivises one thing and one thing only: putting in the required number of hours of “doing the work.” The time clock is the enforcement mechanism necessary to accomplish that goal.
This statement appeared on the 9th slide of Marc Benioff’s opening keynote, “Business is Social,” during his kickoff of Dreamforce 2012 last week. It followed some compelling statistics proving that the trends toward social media adoption in business are undeniable:
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