Research:

The MoralDNA of Performance

Wednesday 29 October 2014

In our first report earlier this year we concentrated on the behaviour and attitudes in individual leaders or managers. This report moves from a focus on the fish swimming in the tank to the tank itself: to explore the space in which people work, to see how well it serves them, their customers, and society itself.

Anyone who takes the time to reflect on human behaviour will observe the impact, both actual and perceived, of different styles of leadership and management on organisational performance. Organisations are very simply collections of people, ideally sharing a common purpose, a set of values, a thoughtful decision-making approach and a will to succeed. If leadership is “getting ordinary people to do extraordinary things” care needs to be taken by leaders and managers to espouse the ethical behaviours which inspire confidence, trust, and followership.

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Monitoring your teams: why transparency is key

CMI research found that a third of UK employers use tools to track employees’ activities online

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Highlights – 8 October

Poor performance, sneaky streamers and ill-equipped MPs. Plus, why your boardroom needs diverse thinking to be successful

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Importance of diversity in the boardroom: enhancing personnel and thinking

How diversity in people and thinking strengthens governance, fuels innovation and equips organisations to thrive

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Five principles for AI-powered leadership

With the expansion of AI set to revolutionise the way we work, how can managers adopt AI effectively?

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