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Family Business and New Leadership
In the period from 2012-2017, in Italy family-controlled and coalition businesses showed the largest increases in both operating and net profit, the best levels of liquid assets, and lower financial risk.Italian family-controlled and coalition businesses still show some criticalities, though: the gradual aging of leaders; the concentration of power through CEO duality; the distribution of power through ...
How to Exercise Leadership in Complex Contexts
The cultural model of the real exercise of leadership is still that of one person in control, with an array of followers. The concepts of leader and leadership are thus still associated with characteristics such as charisma, persuasive ability, assertiveness, and rapid actions and decisions. These are all abilities no longer appropriate to govern the complex reality in which organizations are immersed. ...
When Negative Emotions are Good for the Team
In work contexts, leaders are a source of emotional experience since they occupy a position that plays a leading role in the development of cognitive, emotional, and behavioral processes. For a team to develop a strong orientation towards learning, it is thus essential for there to be a leader able to effectively manage emotional strategies. While for some, negative emotions represent obstacles and ...
High-Impact Leadership: The (Hidden) Power of the Relationship
The difficultly some leaders have in making the most of the human factor can be traced to the way they interpret the relationship with their associates. Positive leadership – understood as the process through which a leader achieves results and generates value with people – is able to promote engagement in individuals and psychological security in teams. A positive leader guides people investing ...
Diversity Management: An Extensive Terrain Still to Be Explored
The world of diversity management in SMEs is a terrain that has been little explored. In the databases of academic studies there are few contributions dedicated specifically to this theme, and precise data is lacking on the spread and adoption in SMEs of policies and practices of diversity management. Focusing attention on Italy, the survey on the spread and adoption of these practices conducted in ...
Using social network analysis and network “numbers” to disentangle complexity
In questo numero Giuseppe Soda e Manuel David Gomez Solòrzano, dopo averci introdotto alla social network analysis, così da capire come si interpretano i numeri di questa metodologia, ci sorprendono con alcuni risultati relativi alle motivazioni degli employees e al knowledge sharing. Per esempio, si è più propensi a ricevere conoscenza da quanti hanno un ruolo inspirational, anche se in assenza ...