This CQ Dossier describes the qualities of transformational leaders and how they gain commitment to their vision and the mission of the organization. The paper draws on the main theories of transformational leadership to present the key behaviors that distinguish transformational leaders from transactional leaders.
Leadership skills are somehow seen as magic skills only relevant for a executives, senior managers and CEOs. We argue that this understanding of leadership is outdated and that leadership skills are...
This CQ Dossier will review the existing psychological research on how innovation and innovative thinking is defined, its relation to creativity, and how it impacts success in an organizational context.
This CQ Dossier focuses on effective performance management and how organizations can initiate an effective performance management system (EPMS) that allows both managers and employees to strive for excellence.
In most professional settings, doing innovative, meaningful work requires effective collaboration with a team. This CQ Dossier provides an overview of evidence-based practices to form innovative groups.
When employees embark on a training course, the most important criterion for success is that they transfer the skills they have learned back on the job. There has been much research on those factors...
Is it time to reorient your organization’s outlook? Are you company’s goals too short-term and reactive, rather than far-reaching and proactive? Does it feel as though people are always scrambling to deal with emergencies and “put out fires”, when ideally your organization would be taking carefully planned steps?
In two sessions, we interviewed Eric Barends, the Managing Director of the Center for Evidence-Based Management (CEBMa). Eric is based in Amsterdam (the Netherlands) and advises management teams and...
This CQ Dossier describes the concept of self-efficacy, describes how to measure the concept, and how to boost employees’ self-efficacy through leadership interventions. The CQ Dossier also describes the research showing the linkage between self-efficacy and job performance.
Managers are typically tasked with monitoring, evaluating, and guiding the work of other people. This focus on external goals and activities does not necessarily encourage introspection; however, it is vital that managers become examiners of their own behavior and performance, as well as of their employees.
Many organizations use selection methods that are not valid based on myths surrounding selection and recruitment. This CQ Dossier describes and challenges those myths and provides an overview of different selection approaches and their effectiveness to predict job performance.
This CQ Dossier describes how organizations can utilize structured interviews to attract and retain talented personnel. In particular, it focuses on general cognitive ability (IQ) and how HR professionals can utilize situational structured interviews to assess those competencies that are reflective of an applicant’s IQ.