SMEs turn to AI and acquisitions to navigate an uncertain future

SMEs turn to AI and acquisitions to navigate an uncertain future

More than half of all business leaders (55 percent) believe that the overall economic conditions in the UK and Ireland have worsened compared to a year ago.  Yet, 58 percent of SMEs anticipate an increase in their firm’s sales revenues over the next 12 months; while nearly half (47 percent) expect profitability to improve within a year and 47 percent of SMEs are confident that their firm’s total number of employees will grow in the next 12 months. Business leaders are planning to invest more in AI and acquisitions to help them navigate an uncertain future. More →

An uncertain world, but CEOs remain broadly bullish about the future

An uncertain world, but CEOs remain broadly bullish about the future

Geopolitics and broader political uncertainty are now the greatest risk to business growth, according to a survey of more than 1,300 CEOs of the world’s largest businessesGeopolitics and broader political uncertainty are now the greatest risk to business growth, according to a survey of more than 1,300 CEOs of the world’s largest businesses. The KPMG 2023 CEO Outlook claims that geopolitics and political uncertainty have become the leading perceived risk this year for senior executives – concerns that didn’t even make the top five in the 2022 survey. More →

Workers are generally happy at work, but bored by what they do

Workers are generally happy at work, but bored by what they do

Happiness and boredom are the most common emotions experienced by people at work, according to a Right Management survey of more than 2,000 British workers and managersHappiness and boredom are the most common emotions experienced by people at work, according to a Right Management survey of more than 2,000 British workers and managers. According to the poll, ‘Gen Z’ are most likely to be bored at work (23 percent). But Gen Z leaders worry more than others about reduced employee productivity due to hybrid-working (37 percent). In addition, 70 percent of British employees feel they work better as a team in-person, but only 1 percent claim face-to-face time with colleagues contributes to their wellbeing. More →

What doesn’t kill leaders makes them stronger, say academics

What doesn’t kill leaders makes them stronger, say academics

People that experience frequent disruptive events are much more likely to become aware of their own identity as leaders, according to new researchPeople that experience frequent disruptive events are much more likely to become aware of their own identity as leaders, according to new research by Durham University published in the Journal of Business and Psychology. Whilst many believe that impactful, disruptive, and novel events could be detrimental to building a leader’s confidence, the study proves the term “what doesn’t kill you makes you stronger”, as experiencing strong events made people more aware of their leader capabilities. More →

Is there ever a genuinely good or bad time for change?

Is there ever a genuinely good or bad time for change?

There are two questions that seem to plague quite a lot of people:  is there a good or bad time for change and is there a good or bad change?There are two questions, regarding change, that seem to plague quite a lot of people:  “is there a good or bad time for change and is there a good or bad change?” Now it may seem the answers would be quite straight forward, but probably as no surprise the actual answer is “it all depends”. That is because change is about people and we all know there is no formula for people, so it is impossible to give a formulaic, straight forward answer. More →

Narcissistic leaders cause employees undue stress in crisis situations

Narcissistic leaders cause employees undue stress in crisis situations

Vulnerable narcissistic leaders are especially likely to make employees irritated during crisis situations, reveals new research from NEOMA Business School. Birgit Schyns, Distinguished Professor of People & Organisations at NEOMA, and co-authors analysed survey data on workers in the UK education sector during the COVID-19 pandemic. Respondents reported their levels of irritation and Coronavirus-related worry in five weekly surveys, as well as their experiences with vulnerable narcissistic leadership – an unstable form of leadership characterised by covert feelings of entitlement. More →

Passionate firms make more progress in teamwork, research finds

Passionate firms make more progress in teamwork, research finds

Passionate firms perform higher in terms of team progress, regardless of whether that passion is focused on one or multiple team activities, finds new researchPassionate firms perform higher in terms of team progress, regardless of whether that passion is focused on one or multiple team activities, finds new research from Aalto University School of Business. According to Associate Professor Ewald Kibler, Head of the Entrepreneurship Unit at Aalto, and postdoctoral researcher Bernadetta A. Ginting-Szczesny, team entrepreneurial passion (TEP) plays an important role in business ventures as it can positively impact team outcomes and venture performance. Analysing survey data on 326 individuals from 107 teams at Finnish SMEs, they suggest having a shared passion helps teams work together toward a common goal while maintaining focus and motivation. More →

People who drive networking in businesses often end up burnt out and abusive

People who drive networking in businesses often end up burnt out and abusive

People who adopt a role as a 'networking broker', connecting other colleagues and teams who might otherwise not know each other, often end up burnt out and more abusive towards their co-workers.People who adopt a role as a ‘network broker’, connecting other colleagues and teams who might otherwise not know each other, often end up burnt out and more abusive towards their co-workers. That is the key finding of a new study from ESSEC Business School published in The Journal of Organizational Science.  These networking go-betweens often receive career advantages such as faster promotions, unique information access, or a creativity boost. They play a critical role in the functioning of the organisational. However, there can be hidden psychological and social ramifications associated with this important role as they’re also more likely to suffer the consequences of being so socially adept. More →

Half of traditional non-tech firms now consider themselves tech firms

Half of traditional non-tech firms now consider themselves tech firms

Nearly half (49 percent) of ‘traditional’ enterprises now consider themselves tech firms, and are adopting more ‘tech-like’ strategies, roles and tools to drive innovation and growth.The pandemic years forced traditional industries to digitise their operations at speed, but three years on, non-tech enterprises across the UK – from sectors including finance, advertising, manufacturing and more – are actively embracing the ‘tech mindset’ more than ever, according to a new report. The poll from Pendo [registration], claims that nearly half (49 percent) of ‘traditional’ enterprises now consider themselves tech firms, and are adopting more ‘tech-like’ strategies, roles and tools to drive innovation and growth. More →

Understanding the power of mindset and what it can do for you

Understanding the power of mindset and what it can do for you

Understanding mindset, its power, and how to change it, can be transformative on both an individual and team level.An individual’s mindset influences everything that they do. Built around a set of established values, beliefs, and attitudes, your mindset frames your outlook and guides your behaviour, demarking your perceived limitations. It’s something that influences every area of our lives, from the relationships we form to the way we approach challenges and change. When you’re working with people, implementing policies, and trying to get the best from your available talent, it’s vital that you understand what motivates your team members – and what’s holding them back. Understanding mindset, its power, and how to change it, can be transformative on both an individual and team level. More →

Men and women hide what they know from colleagues in different ways

Men and women hide what they know from colleagues in different ways

Men and women exhibit different behaviours in the ways they hide what they know at work, according to new research from academics at the UCL Global Business School for Health (UCL GBSH). The findings, published in the Journal of Occupational and Organizational Psychology, suggest men feel more entitled than women to conceal their knowledge: they hide it more often than women, specifically through rationalised hiding, while women use evasive hiding and playing dumb. Men also conceal knowledge more frequently in a female-dominated environment and are more likely to use the same methods as women, since they believe that women will sanction them less than men for this behaviour. More →

It’s best to get the unpleasant tasks done in one go, new research claims

It’s best to get the unpleasant tasks done in one go, new research claims

A recently published study shows that on days when you face high work demands, you may want to just push through and do unpleasant tasks one after anotherMost jobs involve tasks we don’t like. But should we complete these unpleasant tasks in one fell swoop or split them up into bite-sized portions and spread them out over time? According to new research from Trinity Business School, WHU – Otto Beisheim School of Management and the University of Wuppertal, it is actually a good idea to do the tasks you don’t like in one go. More →