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Altruistic CEOs can be as risky as greedy ones
The most successful leaders exhibit moderate self-interest, argue Katalin Takacs-Haynes, Matthew Josefy and Michael A. Hitt
Leadership in three words: leaders change things
Change, however, is never easy, writes Stuart Crainer. He looks at the dynamics behind successful change actions
When 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
Winning in challenging markets requires stronger attention to human capital
Dave Ulrich and David Kryscynski share four contrarian insights to help firms leverage human capital
It’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
Culturally 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
When do charismatic leaders rise to the top job?
For executives, charisma ‘kicks in’ when performance signals are unclear, find John Antonakis and Philippe Jacquart
If 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
In 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
A 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