Leaders & executives | Page 91 (1,026 items)

Although bullying is usually purposeful, it is possible to bully others without even realising it, says Dr Paula Brough, of Griffith University School of Psychology.

It isn't skill that differentiates a great leader from an average one, but the perspective that guides their application of skill, says University of Sydney researcher Dr Michael Cavanagh.

The GFC taught business leaders that waiting until they have "all the information" to make decisions is rarely the best strategy - they need to act fast on "hints and principles", according to new research.

Employers need to hold managers accountable for the retention of their "human assets", Retention Partners director Lisa Halloran told an HR Daily webinar this week.

Managers too often rely on cognitive arguments to convince people to change, but employees have become "numb" to statistics, says leadership expert Gavin Freeman.

The way organisations currently develop their leaders equips them for yesterday's predictable, process-driven workplace, but not for today's complex, uncertain business conditions, says HR expert Kevin Wheeler.

Organisations need to take responsibility for bullying because its presence in a workplace signifies "systemic dysfunction", says psychologist Evelyn Field.

Using incentives to motivate employees and boost their productivity is outmoded, according to author Dan Pink, who says it's time to employ three new motivators: autonomy, mastery and purpose.

HR professionals should demonstrate stronger intent and "a bit of guts" when seeking funding for their proposals, says leadership communication specialist Rod Anderson.

The recession caused many baby boomers to postpone their retirement, but the "stop gap" is only temporary, warns a new Taleo report.