This article is based on findings from research conducted by Vlerick within the context of an ESF (European Social Funds) project. Authors Fauve Delcour, Kim Bellens, Tina Davidson and Prof Katleen De Stobbeleir explain why ‘servant leadership’ and challenging goals are important for creating a positive learning climate.
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.
The world needs leaders that offer solutions to transcend the many financial, political and environmental problems that we are facing. Sadly, such leaders are few and far between. But fortunately there is hope: Beyondership.
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.
During the last decades, a whole series of concepts have been launched in what has developed to a new management field : the business and society field also called the social issue in management. These concepts include corporate social responsibility, corporate citizenship, corporate social performance, sustainable development, stakeholder theory, and business ethics.
Cognitive Styles in Leadership Professor Herman Van Den Broeck talks about cognitive styles to discover strenghts in different leadership styles.
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...
Times of great turbulence open doors for those who are able and willing to lead. In 2009, we reported on a set of interviews with CIOs that had moved beyond mere cost-cutting rationale and were ready to bond with their C-level colleagues to address the strategic challenges that lay ahead. In follow-up CIO dinners, we aim to explore the issues and opportunities further. The CIO Dinner Sound Bites series provides a peek into what was brought to the table. The first three CIO dinners, organised in the second half of 2010, aimed at sharing experiences on the nature of the conversations that lead to great bonding at the top.