Leaders & executives | Page 65 (1,016 items)

Creating effective reward and recognition programs is not an exact science, but new research suggests recognising employees a certain number of times per year can lead to sustained behavioural change.

CEOs have a responsibility to identify and develop their organisation's next generation of leaders, which requires a combination of 'guts' and understanding, according to two senior members of Australia's business community.

The output of high-performance teams will reduce over time unless HR professionals take steps to maintain their "buzz", says HR thought leader Professor David Clutterbuck.

Racist comments should be addressed not simply because they're "wrong" or "bad", or contravene a workplace policy, but because they can do serious, long-term cultural damage, says Irish Ambassador Noel White.

HR professionals have not traditionally seen shareholder returns as their concern, but doing so can improve their businesses - and their own career paths, according to a chief operating officer.

Certain leadership styles can increase workplace psychosocial risks, so employers must take this into account in leadership selection and performance management processes, argues a psychologist.

The personality traits traditionally linked with effective leadership are changing, according to research from talent management specialist Hudson.

Organisations should choose sponsors over mentors to groom staff for leadership roles, according to Angela Lovegrove, regional general manager of Telstra.

Three common mistakes are hindering employers' attempts to build a culture of employee accountability, according to leadership and performance expert Blythe Rowe.

Programs that put high-potential employees outside of their comfort zone - even to the point of setting them up to fail - are more likely to result in successful leaders, according to a new report.