All Management Learning Resources

  • All Management Learning Resources
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
Leadership failure is preventable with the right approach in leadership selection and development

Leadership derailment and incompetence: How to avoid leadership failure

When individuals engage in destructive leadership behaviors, this can lead to mistakes within the organization and, ultimately, the leader derails. This dossier describes leadership incompetence and derailment and focuses on the root causes of why leadership fails through an examination of traits and behaviors that describe leadership incompetence and derailment.
Leadership effectiveness, Evidence-based Leadership, Dark traits
Measuring Innovation Potential: Traits that Predict Unique Thought

Innovation potential: Why and how to strengthen traits that predict unique thought

Innovation potential is the ability of a person to think in a unique and boundary breaking way. More than just creativity, innovation potential speaks to an individual’s capacity to generate novel and useful ideas that can inspire others and produce growth.
Creativity, Innovation, Employee selection, Five Factor Model (FFM), Diversity and Inclusion, Unique thinking, Evidence-based Innovation Management
A safety policy that is backed by a strong management commitment and supported by all employees is the very basis for an effective safety climate.

How to implement an effective safety policy from an evidence-based management point of view?

In this CQ Dossier we focus on how to implement an effective safety policy. We draw on safety research to propose a series of recommendations on how to implement such a policy. The dossier describes the key elements of an effective safety policy and then describes how best to implement these characteristics to create an effective safety climate for the organization.
Workplace health and safety, Safety climate, Workplace design, Safety policy, Safety procedures
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
Job crafting puts employees in the driver seat for designing their work environment

Employees in charge: Why autonomy and job crafting boost motivation

This CQ Dossier describes the Job Characteristics Model that provides recommendations on how best to design jobs to enrich employee motivation. The model focuses on the intrinsic motivation that employees gain through having control over their work. The model shows how autonomy, job crafting and feedback can enhance employee motivation and enrich the experience of work.
Motivation, Job crafting, Autonomy, Job performance, Job satisfaction, Basic psychological needs
Teams have task-relevant knowledge, share a high level of communication and adapt to the environment

The power of teams and how create the right environment to harness it

This CQ Dossier describes the key characteristics of effective teams. The dossier draws on research that show how effective teams operate through coordination, communication, and shared cognition. The dossier describes how organizations can provide human resource practices such as employee training to ensure that teams are successful in reaching their missions and goals.
Evidence-based Leadership, Leadership, High Performance Team, Team Building, Team Dynamics, Workplace communication
High level of stress, high workload and a dysfunctional organization are predictors of burnout

Lighting the match: Causes of burnout and exhaustion at the workplace

Burnout is the enemy of productivity, collaboration, and morale. When an employee is experiencing burnout, they report low motivation, low investment in their organization’s goals, and an outlook that is pessimistic and grim. Burned out employees are more likely to be absent, waste time at the workplace, make avoidable errors in their work duties, and generate conflict among their co-workers.
Burnout, Work and well-being, Stress, Overwork, Workplace communication, Organizational fairness
Research on firefighting teams, aircraft carrier crews and other teams that deliver high performance in a complex and challenging environment provide insights into evidence-based practices on how to reach a world-class safety level

High Reliability Teams: Why they matter in promoting organizational safety

How can organizations effectively use High Reliability Teams to promote safety? High Reliability Teams have the ability to promote safety through task-relevant knowledge, high levels of communication, and adapting to the environment. Such teams are effective, social in nature and feature team members with high task interdependency and shared, common values. High Reliability Teams can promote safety at the workplace.
Workplace health and safety, High Reliability Team (HRT), High Reliability Organization (HRO), Human error, Safety climate, Shared mental models

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