Forces That Produce
a Significant Performer
-- Dan Coughlin
© 2016 Dan Coughlin. All Rights Reserved.
The Effective Executive Leadership in Crisis Times
-- Stephanie Jones and Riham Moawad
During the past five years, similar to many other countries in the region, Egypt experienced economic and political crisis, with organizations in many sectors suffering from limited resources, chaos and uncertainty, declining profits, high staff turnover...etc. Some have had to close down and go out of business, while others are striving to maintain their existence. Their employees face many demands such as decreased security and higher costs, whilst trying to maintain career growth and personal development. Aiming to investigate and understand these struggling institutions in their current turbulent situation, the authors studied the characteristics, leadership styles and roles of the effective leaders and managers heading up these organizations who were able to maintain their business operations, satisfy their customers, and retain and develop their teams, while operating in a very difficult and challenging environment in times of crisis over an extended period.
© 2016 2016 Stephanie Jones and Riham Moawad. All Rights Reserved.
The Unconscious Bias Trap: How Misconceptions About Unconscious Bias Can Trip Up Any Business
-- Bob Murray
Research has shown that we all have a number of biases, most of which we are not aware of. Most commonly these are in favor of one thing or group of people, or against something or a group of people. It is also true that these biases can be a great hindrance to any organization that wants to create a more diverse workplace. The prevailing idea has been that these biases are essentially assumptions that have been lodged in the brain through experience. Therefore, it has been thought, all that you needed to do to eliminate these assumptions is to show people that they do in fact have them and to “reframe” their thoughts so as to eliminate them. However, new research has shown that many of these biases are genetic in origin and cannot be changed in this way. In fact most of this “unconscious bias” training is counterproductive when dealing with genetically based assumptions and beliefs. I look at the latest scientific thought about unconscious bias and suggest new approaches which will make it easier to deal with.
© 2016 2016 Bob Murray. All Rights Reserved.
Gender Bias in Corporate Leadership:
A Comparison Between Indian
and Global Firms
-- T G Saji
This study intends to throw light on the difference in gender bias in corporate leadership among Indian and global firms. The research finds that the corporate leadership role of women in global companies is far higher than that of Indian companies. There is no role of women in many sectors like consumer goods, automobile, media, metals, finance and constructions in India. Service sector gets more number of women heads than manufacturing sector in India, among which banking sector occupies more. Gender inequalities in Indian corporate leadership reveals that India has yet to come out of the belief of females are circumstantially inferior to males.
© 2016 T G Saji. All Rights Reserved.
of Long-Term Value Creating
-- María José Parada and Alberto Gimeno
Family businesses are the main form of organization and therefore a major source of value creation around the world. Not all family businesses contribute in the same way, because their approach towards value differs, partly due to their mindsets and to the way they conform their resources. Family businesses that most contribute demonstrate a value creation approach. Based on our research inside the Successful Transgenerational Entrepreneurship Practices (STEP) project, we analyze in-depth several Spanish family businesses. Our findings suggest that transgenerational value creation oriented family businesses rely on a balanced parenting style, where demandingness and nurturing go hand in hand.
© 2016 María José Parada and Alberto Gimeno. All Rights Reserved.