Competency development is a crucial driving force for increasing employee effectiveness and employability. Therefore, organisations are taking a number of initiatives to stimulate competency development. But are these initiatives penetrating all the way down to the work floor?
Over the years, numerous studies have reported that female managers score better than male managers in the areas of empathy, communication and collaboration. Now, recent research conducted by Prof. Katleen De Stobbeleir and researcher Céline Claus of Vlerick Leuven Gent Management School shows that they score better for coaching, stakeholder management, handling diversity and results-orientation as well.
How might compatibility between cognitive style and cognitive climate influence individual job satisfaction and loyalty to employers? A study by researchers at Vlerick Gent Management School shows that employees with a creating-oriented cognitive style (typically intuitive and receptive to change or new ideas) are more likely to want to change jobs if they find the predominantly cognitive climate not to their liking. But those with a knowing-oriented style (logical and objective) or planning-oriented style (structured and orderly) are less likely to make a dash for it. However, cognitive style and cognitive climate appear to have separate influences on people’s attitudes to their work – which means that, regardless of the predominance of one climate over another, understanding those relationships is essential for job design, selection, assessment, training and workforce planning.
In today’s dynamic workplace employees are expected to be proactive - seeking feedback, taking the initiative, selling ideas, taking charge, revising tasks and building social networks. But a new study shows that some employees may, in fact, pay a price for sticking their head above the parapet if they are not known to be top performers.
Inspiring a team to go forth and conquer demands more than just forging a common purpose – effective leaders must motivate members at a personal level, too. Teamwork propels competitiveness in today’s companies and teams have become an increasingly popular model for organizing the workplace. But teams are made up of individuals - and this can pose a significant challenge for managers eager to optimize performance by getting the very best out of all their staff. A new study explores how best to manage individuals and the whole team at the same time.
Prof Katleen De Stobbeleir discusses coaching Professor Katleen De Stobbeleir discusses new trends in coaching. She talks about managers to become better coaches, of employees to become better peer coaches. Organisations are not as hierarchical...