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.
Explore North American manager and professional attitudes affecting organizational performance. Report examines organizational commitment, support, and job satisfaction relationships with absenteeism, turnover, and performance impacting bottom line.
Investigate C-level executives’ decidedly mixed views on whether leaders are born or made. Research explores how beliefs about leadership origins affect evaluation of leadership potential and development approaches.
Explore an empirical analysis of empathic emotion and leadership performance across organizational contexts. Study demonstrates how leaders’ capacity for empathic concern and emotional understanding relates to effectiveness ratings and follower outcomes.
Discover how different generations compare in their endorsement of leadership practices. Study examines whether Baby Boomers, Generation X, and Millennials differ in preferences for specific leadership approaches, behaviors, and developmental strategies.
Examine 3 federal government employee profiles (mission focused, career focused, and stuck with no options) and motivation strategies for turbulent times. Research helps leaders engage and retain workforce during increased talent competition, federal pay freezes, and hiring pressures.
Learn critical competencies for APAC region leaders through a dashboard providing a baseline understanding of capabilities needed to survive now and thrive in future. Reference point evaluates leader development efforts and practices across Asia-Pacific contexts.
Reports an error in “Millennials at work: What we know and what we need to do (if anything).”
Understand how gender and national culture influence leadership responses to gender-based tension conflicts from 218 US and South African employees. Study reveals that women believe respect and equality responses are more helpful than men, with gender-culture interaction effects.
Examine established constructs applied to novel global management contexts. Research builds upon existing international leadership knowledge, synthesizing cross-cultural competencies, global mindset development, and contextual factors affecting managerial effectiveness