Altruistic CEOs can be as risky as greedy ones ceo on a plane

The most successful leaders exhibit moderate self-interest, argue Katalin Takacs-Haynes, Matthew Josefy and Michael A. Hitt

 

 

 

change machineLeadership in three words: leaders change things

Change, however, is never easy, writes Stuart Crainer. He looks at the dynamics behind successful change actions

 

 

 

Elatsite_mine_BulgariaWhen managing risk, overconfident managers don’t always follow the fundamentals

They tend to make hedging decisions based on their own price hunches, writes Evgenia Golubeva

 

 

 

Bangkok office workersWinning in challenging markets requires stronger attention to human capital

Dave Ulrich and David Kryscynski share four contrarian insights to help firms leverage human capital

 

 

 

meetingIt’s time to face it: some meetings can be a waste of your time

Geoff Mulgan suggests seven ways to improve meetings, based on research and experience

 

 

 

agile projectCulturally diverse teams may require more central coordination than others

But there is such a thing as too much centralisation, find Christian Tröster, Ajay Mehra and Daan van Knippenberg

 

 

 

jobs and gatesWhen do charismatic leaders rise to the top job?

For executives, charisma ‘kicks in’ when performance signals are unclear, find John Antonakis and Philippe Jacquart

 

 

 

angry workerIf you have no intention of considering employee suggestions, then don’t ask

Pseudo opportunities for feedback lead teams to stop talking and start fighting, writes Gerdien de Vries

 

 

 

rv family_businessIn family-owned businesses, professional CEOs work longer hours than owner-CEOs

That time difference adds 2.6% extra productivity for the professionals, finds an LSE-Columbia-Harvard team

 

 

 

leaderA fixed authoritative posture could make you a less effective leader

People are less likely to share ideas when a leader uses an authoritative body language, writes Connson Locke