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Investigate how Baby Boomers, Gen Xers, and Millennials are more alike than different in views on effective leadership. Study findings defy conventional wisdom about generational differences in leadership perceptions and expectations.
Belonging & Connection
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Belonging in the workplace drives performance, retention, and resilience. Learn what belonging uncertainty costs organizations, and how leaders can build genuine belonging at every level.
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Learn how leadership images that leaders and followers hold influence organizational dynamics. Research explores how differing mental models of leadership affect leader-follower relationships, expectations, and organizational effectiveness.
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Examine UK generational perspectives on effective leadership characteristics. Research compares how different age cohorts view leadership qualities, revealing similarities and differences in leadership expectations across British workforce generations.
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Investigate 3 generations in South Africa weighing in on effective leadership traits. Study explores generational perspectives on leadership qualities within South African organizational contexts, identifying commonalities and unique cultural viewpoints.
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Explore what coaches believe are best practices for effective coaching through qualitative study. Research synthesizes expert coach perspectives on relationship building, goal setting, questioning techniques, and developmental strategies maximizing client outcomes.
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Understand how workplace relationships help or hinder managerial careers through study of male and female managers across 5 European countries. Research presents first-hand experiences showing relationship dynamics’ impact on career progression.
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Learn whether generation or managerial level better explains work motivation differences among 3,440 participants. Study reveals managerial level substantially outweighs generation in explaining intrinsic, identified, introjected, and external motivation variance.
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Examine leadership challenges and competency needs of 763 participants from 7 countries (China/Hong Kong, Egypt, India, Singapore, Spain, UK, US). Qualitative and quantitative data reveal cultural convergence, with Developing Managerial Effectiveness, Inspiring Others, and
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Discover the dynamics and causes of manager derailment from survey of 2,500+ respondents across 5 countries. Research reviews the common phenomenon where impressive managers go wrong, identifying differences by organizational level, industry, and country, providing actions for
