All Management Learning Resources

  • All Management Learning Resources
The way we think of leadership impacts the way we see leaders.

What followers expect from leaders or how implicit leadership theories influence the way we think of leadership

This CQ Dossier describes the key components of implicit leadership theory. The dossier draws on research by Robert Lord and his colleagues to show how the assumptions that followers hold regarding what constitutes an effective leader can influence performance ratings.
Evidence-based Leadership, Leadership, Implicit leadership theory, Implicit bias, Performance management, Performance appraisal
Authentic leaders put legitimacy, ethics and positive psychological capacities first

The power of authentic leadership: How legitimacy, ethics and positive psychology drive organizational performance

This CQ Dossier focuses on the topic of authentic leadership which emphasizes the importance of leaders building honest and transparent relationships with their followers. The dossier describes the key component of authentic leadership and also describes how organizations can best identify and develop these behaviors in management.
Evidence-based Leadership, Leadership, Authentic Leadership, Positive psychology, Trust
Transformational Leadership is a prominent leadership theory with considerable evidence on its effectiveness

Transformational Leadership – What works and what doesn’t work?

Over the last ten years, researchers have focused on Transformational Leadership as being an effective leadership strategy to implement within public and private sector organizations. This CQ Dossier focus on Transformational Leadership and poses the question on when the theory is effective and ineffective for individual and organizational success
Transformational Leadership, Complexity theory of leadership, Evidence-based Leadership
Most workplace accidents occur due to issues in the work system rather than human errors.

Human error is more than meets the eye: How to prevent workplace accidents with a systems approach

In investigating accidents, most professionals determine that many of the reasons why they occur is due to human error. However, research shows that most accidents occur due to a failure in systems rather than people (Reason, 1990). This CQ Dossier describes how the utilization of a systems approach can reduce workplace accidents.
Human error, Systems approach, Workplace health and safety, High Reliability Organization (HRO), Safety policy
Effective team e-learning strategies for teams can be effective when they are based on sound evidence

How to provide effective e-learning to teams

This CQ Dossier provides information on how to provide effective e-learning to teams. The dossier describes training strategies that can enable effective instruction when training teams using technology-driven instruction (TDI). The dossier describes the events that should occur before, during, and after training as applied to teams in an e-learning environment.
e-learning, Team learning, Virtual teams, Technology-driven instruction
Evidence-based learning practices are a key driver of learning effectiveness

Evidence-based learning practices for team e-learning interventions

This CQ Dossier provides evidence-based e-learning practices for team e-learning interventions. The dossier draws on e-learning principles that have been shown to be effective for more than one person. Organizations have focused on using teams to increase organizational effectiveness yet many of these practices have not always been based on scientific principles.
Evidence-based learning, e-learning, Team learning, Team Building
Implementing an e-learning systems requires organizations to move from training to learning

From training to learning: How to introduce an effective e-learning system in organizations

This CQ Dossier focuses on effective e-learning and how organizations can initiate an effective e-learning program that trains and develops talent within the organization. The dossier describes the features and stages of an effective e-learning system and provides brief suggestions on how organizations can create an effective system. The objective of an effective e-learning system is to provide training to employees through web-based instruction for them to be effective in their jobs.
e-learning, Technology-driven instruction, Evidence-based learning
Organizational culture plays an important role when it comes to performance and performance management. This CQ Dossiers provides evidence-based practices on how to cultivate a culture that supports hight performance.

Organizational culture: How to encourage and cultivate effective performance

For organizations to have an effective performance system, they must cultivate a culture that encourages effective performance. This CQ Dossier describes those characteristics of organizational culture that promote effective performance and makes recommendations on how organizations can create interventions to promote a culture that values high performance.
Organizational culture, Performance management, Competing Values framework, Leadership effectiveness
Toxic leadership can disrupt effective performance management systems when not addressed properly

How Toxic Leadership can Undermine and Destroy Effective Performance Management Systems

Most of the research on leader effectiveness has focused on the positive side of leader behavior. However, there is evidence that toxic leaders can seriously undermine organizational life through creating a climate of intolerance and incivility. This CQ Dossier describes toxic leadership and how this negative form of leadership can disrupt effective performance management.
Performance management, Dark traits, Narcissism, Machiavellianism, Toxic leadership, Performance appraisal, Employee selection
Managers and professionals should also keep an eye on their own health and wellbeing as basis to care for others.

Manager Health and Wellbeing: Taking Care of Yourself When Managing Others

Most managers are, by definition, focused on factors outside of themselves. Managing a team of employees and running an organization requires a ton of outward attention, and an ability to prioritize others’ needs before addressing ones’ own. This perspective, however, can come at a high price: managers may neglect to notice or address their own stress and physical health.
Management development, Resilience, Mental health, Work and well-being, Stress, Burnout
Effective performance feedback is an important part of HR practices within an organization.

Effective Performance Feedback: How to give performance feedback to employees

This CQ Dossier focuses on effective performance feedback and how to give performance feedback to employees that improves individual and organizational effectiveness. We review recent research from psychology and related social sciences and summarize the key findings such that manager and professionals can implement them in their organization.
Performance management, Performance feedback, Performance appraisal
From time to time managers need to evaluate their performance based on qualitative and quantiative data in order to find areas to improve

Evaluating Your Management Performance with Insights from Psychological and Organizational Research

Managers are uniquely positioned to evaluate the performance of their employees as well as themselves. By virtue of your position, you have access to a variety of data sources that can be used to draw conclusions about employee productivity, commitment, and satisfaction; many of these data sources can also be used to draw meaningful inferences about your own leadership ability.
Management self-evaluation, Management development, Management performance, Employee retention, Absenteeism rate
Emotional and psychological skills such as de-escalation, perspective taking and boundary setting are key skills for managers in the private and public sector.

Holistic Growth: Emotional and Psychological Skill Development for Managers

Managing a diverse array of working professionals is an endlessly complex task. Not only is each employee multifaceted and psychologically complicated, so are the constantly evolving relationships and group dynamics present between each of them. It is no surprise, then, that some of the most common problems encountered by managers are interpersonal and psychological in nature.
Management development, Emotional skills, Psychological skills, De-escalation strategies, Psychological perspective-taking

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