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Don’t Try to Be the “Fun Boss” — and Other Lessons in Ethical Leadership

Harvard Business

Our research suggests that key personality characteristics predict unethical leadership behavior. We combined data across these 30 independent studies to examine the relationship between personality and ethical leadership across a range of different settings and situations. Balance analysis with action.

Ethics 48
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Why the Most Productive People Don’t Always Make the Best Managers

Harvard Business

And the failure can be personally costly for the new manager, causing them to doubt their skills, smarts, and future career path. In another article, we explained the seven behaviors of the most productive people, based on an analysis of 7,000 workers. This is a requirement for effective managers. Everyone loses.

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Productivity and Creativity – awkward bedfellows or birds of a feather?

Ben de Haldevang

The Guardian recently published a long but interesting piece on the history of time management (from Taylor forward). He was firmly of the view that things that took longer to make were more valuable than those that took less time. You’ll find the link here. How would you measure that?

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Hiring an NSF Research Project Manager to Start Immediately

NeoAcademic

The position principally requires responsibilities in the management and administration of project personnel and secondarily in the completion of scientific research tasks, such as assigned literature review or data analysis.

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Two Powerful Ways Managers Can Curb Implicit Biases

Harvard Business

But this demands a lot of cognitive energy, so over time, managers go back to their old habits. Run a gap analysis. By redefining success, a greater diversity of people were able to be seen for their leadership. The workshops companies invest in typically teach them to constantly check their thoughts for bias.

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Research: When Retail Workers Have Stable Schedules, Sales and Productivity Go Up

Harvard Business

Receiving additional staffing during understaffed periods, which were identified based on analysis of store traffic and conversion rate data. These extra hours were not part of the manager’s labor budget and were only given to the stores that were identified as likely to increase their sales by Co-PI Kesavan’s analysis.

Retail 28