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…)

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…)