How should boards handle visionary CEOs?
Some CEOs are fueled by strong convictions of the strategic direction their companies should take, but their boards sometimes don’t share their visions. Read what the researchers have to say.
The name game: CEOs with favorable surnames receive higher pay
In this article, research shows the power of ‘affiliation bias' - our innate preference to be and collaborate with people who are ‘like us' - and the possible danger it can have.
Looks matter - Handsome bank CEOs can earn a million more than their less attractive colleagues
Can the beauty premium of executive men and women be explained?
Employee surveys may miss out on uncovering toxic leadership practices
Research has uncovered a need for organisations to give more critical thinking when it comes to assess leadership performance.
Psychopathic traits behind the rise and fall of Madoff
"There are likely to be plenty of people in the world of corporate finance with similar psychopathic traits to Bernie Madoff."
Choosing a lucky CEO means bad luck for the hiring company
"Good luck allows CEOs to ‘shine’ in the labor market, making them more likely to leave their firm. The hiring companies, though, are not perfectly able to separate out luck from task performance in their candidate pool."
Dark side to CEOs with high integrity
Are CEOs with high integrity a negative influence on innovation, pro activeness and risk-taking?
Large cost benefits for companies with Machiavellian CEOs
Narcissism, psychopathy, and Machiavellianism are ubiquitous among CEOs, despite ample evidence these dark personality traits pose financial and managerial risks to organizations.
More women on company boards leads to lower risk-taking and better outcomes
The share of women in top positions in business is increasing but, globally, it still remains just under 30 per cent. Women often need to be much more qualified and determined than male candidates in order to be elected as board members or CEO’s.
Ways to preserve employee morale during cost-cutting
Layoffs, offshoring and other cost-cutting measures affect morale longer than most companies realize, challenging assumptions that shifts in job attitudes are temporary. Companies that invest in their remaining employees are less likely to see a plunge in morale.
Powerful people are less likely to be understanding when mistakes are made
Although they have more choices, those with more power still see others as having lots of choice, regardless of their situation. Powerful people assign more blame when people make mistakes or have shortcomings, thereby justifying the current hierarchy.
Join our tribe
Subscribe to Dr. Bob Murray’s Today’s Research, a free weekly roundup of the latest research in a wide range of scientific disciplines. Explore leadership, strategy, culture, business and social trends, and executive health.