Management and leadership is changing. Our research is about helping managers understand how – and what they can do to improve performance and productivity. From our work identifying the trust gap between middle managers and senior leaders, to our series on higher education, employability and new Apprenticeships, all our recent papers can be downloaded via the pages below.
In 2017-18, we’re focusing on five key themes.
- Productivity – making the case for investment in management and leadership by showcasing excellence in line management.
- Inclusivity and Diversity – the foundation for good management, we’re supporting CMI Women and looking and race and ethnicity in the FTSE100.
- Middle Management – critical to building trust in organisations, we’ll be celebrating the value of middle management.
- Employability and young people – from campaigning for a school-to-work agenda to work with our HE partners on innovations to improve student experience and employability.
- Apprenticeships – building awareness and understanding of the new Trailblazer apprenticeships and the value of Chartered status in key sectors.
Whether as an individual or organisation, there are numerous ways to help shape CMI’s research.
Every CMI member is invited to take part in our regular surveys and we often seek input through our social media channels, like the CMI LinkedIn group.
Plus, we’re always interested in hearing about examples of good management and leadership or potential partners on specific projects. If you’d like to share your story, or if you’d like to partner with CMI, email firstname.lastname@example.org
Supporting black and ethnic minority managers.
The majority of UK managers are pessimistic about the UK’s economic prospects for 2017, yet remain resolutely positive about their own business, according to the annual Future Forecast from the Chartered Management Institute.
Culture, ethics and conduct in financial services. The report includes data from a MoralDNA personality profiling of 24,000 financial services professionals, with new analysis revealing that managers rank in the bottom quarter of employees based on how likely they are to show the ‘ethic of care for others’ at work.
Trust and communications in the heart of your organisation.
What can employers do today to develop the leadership and management talent of tomorrow?
Our survey of 1,510 16-21-year-olds reveals their aspirations to become the next generation of bosses and team leaders.
Read on to find out the challenges they face, and the steps employers and educators can take to equip young people with work-ready skills.
Men 40% more likely than Women to be promoted in management roles
Connecting employers, further education and training providers. This white paper is based on the insights, ideas and perspectives on directions in further education and training shared by the speakers at CMI’s Learning Provider Conference in London on 5 July 2016.
Unsupportive working cultures are leaving managers to struggle with the fall-out of workplace crises, according to new research. Most managers (94%) have faced crises during their career, but only half (55%) have handled them professionally, according to Bouncing Back: Leadership lessons in resilience.
Underperforming managers still receive bonus pay-outs, according to the 2016 National Management Salary Survey published by the Chartered Management Institute (CMI) and XpertHR.