20 februari 2014
Which type of leadership is more effective – directive leadership, where leaders structure subordinates’ tasks, formulate clear directions, and expect compliance, or empowering leadership, where leaders grant considerable autonomy to subordinates, share power, and encourage participation? Lees verder
17 september 2013
How did you (or do you plan to) spend today’s lunch break? Did you chat with colleagues? Did you work through lunch hours to complete an important job? Or did you simply kick back and relax?
When we think of what makes work stressful, fun, or productive, lunch breaks are probably not the first thing that comes to mind. Yet, lunch breaks are a central part of most employees’ working days. And, potentially, such breaks can play an important role, enabling employees to recover from stressful work experiences, to recharge their batteries, and to gain new energy
8 maart 2013
Positions of leadership are often seen as highly demanding and stressful. They are associated, for example, with long working hours, high responsibility, severe time pressure, and intense performance expectations. Surely, these features make leadership a very challenging task. But can we really conclude that positions of leadership come with more stress than positions without leadership responsibility? Do people experience greater stress as they climb up the hierarchy?
17 september 2012
Few recent topics have created more interest among leadership practitioners and researchers than emotional intelligence, which is often lauded as a key factor promoting success among leaders and managers. But – what’s behind the buzz? Is emotional intelligence really something HR professionals should consider in their leader selection and development efforts, or is it just another management fad? We have attempted to answer these questions in a recent series of articles (Walter et al., 2011, 2012a). This answer requires addressing several more specific issues. Lees verder
7 februari 2012
Both management professionals and researchers are increasingly interested in the “dark side” of leadership. On the extremely dark end of the leadership spectrum, we find supervisors who put their subordinates down in front of others, lie and break promises, yell at subordinates, and blame subordinates for their own mistakes. One might feel tempted to view such abusive behavior as a mere exception – but think again: Recent research suggests that in the U.S. alone, more than 13% of subordinates become victims of abusive supervision each year, with annual costs for the U.S. economy estimated at almost $24 billion. Lees verder
15 november 2011
Accounts of leadership in academic and practitioner-oriented publications often paint a romanticized picture. Leaders are described as visionary, energizing role models that establish high-quality relationships with their followers and motivate subordinates to go the extra mile on behalf of the company. Sure, such leaders exist, and the beneficial consequences of such leadership have frequently been demonstrated. Nevertheless, this positive picture is far away from what many employees experience in their day-to-day work. Lees verder