Leaders making mistakes can be costly not only to the organisation, but also to their own job security, which makes it difficult for them to admit when there’s been an error. However, new research from emlyon business school shows that there are some techniques CEOs can use to frame these mistakes, in order to ensure they keep their jobs, but also make changes in their organisation. When there is this clear trade-off between admitting a mistake and potentially losing power and control in the organisation, it is important that CEOs use their language effectively to create a safe space for themselves in the organisation – but how can they do so? More →

Seconded employees – employees temporarily assigned to a different role, organisation, or department – develop more innovative ideas and influence permanent staff to do the same, according to new research from ESMT Berlin and published in the Strategic Management Journal. Despite the motivation to select new ideas, individuals and organisations often still reject or overlook them. These ideas can be difficult to understand, risky, and challenging as their inherent uncertainty makes it harder to predict reception and usage. More →

Anger may have the public image of a negative emotion, but it can also be a powerful motivator when it comes to achieving important goals, according to research published by the American Psychological Association. To better understand the role of anger in achieving goals, researchers conducted a series of experiments involving more than 1,000 participants and analysed survey data from more than 1,400 respondents. In each experiment, researchers elicited either an emotional response (such as anger, amusement, desire or sadness) or a neutral emotional state, and then presented participants with a challenging goal. The research was published in the Journal of Personality and Social Psychology. More →

According to new research by Marsh, an insurance broker and risk advisor, companies across the UK are most concerned about the impact of financial uncertainty (34 percent), employee health and wellbeing (31 percent) and supply chain disruption (23 percent) on their businesses over the next 12 months. The findings come from Marsh’s UK Business Risk Report 2023 [registration], which features data obtained in May and June 2023 from over 2,100 UK businesses with turnover of between £100,000 and £500 million + per year. Now in its third year, the report explores how circumstances over the last 12 months have impacted the business risk appetite and approach to risk management among UK companies, and identifies their priorities for the year ahead.  More →

Scrolling on social media, checking messages, daydreaming and other forms of distraction are costing the UK economy £19.9 billion each year, new research from The QEII Centre claims. The report The Distracted Economy: We are losing focus – how to hold attention and keep delegates engaged during business meetings and events was commissioned by the London conference and events venue. It suggests that 83 percent of people admit to being distracted during in-person meetings while the number rises to 85 percent during online meetings. More →

New research from the Oxford Internet Institute, University of Oxford, University of Technology Sydney (UTS) and the University of Melbourne suggests that start-up founders have distinct personality traits, and they’re more important to the success of their companies than previously thought. While good fortune and circumstances can play a part, new research reveals that when it comes to start-up success, a founder’s personality – or the combined personalities of the founding team – is paramount. More →

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 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 →

People 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 →