It is typically assumed that when employees and organizations share values, good things will happen. However, new research demonstrates that this is more likely to occur when the shared values are intrinsic instead of extrinsic.
Researchers find that burnout is reduced when employees and organizations share a common set of values. Allowing employees to shape their own roles may also lead to positive outcomes.
New research reveals that internally hired managers may be less likely to leave an organization, even when the job market becomes favorable.
New research finds that followers are impacted by their leader’s impostor syndrome. Is it as harmful as we might think?
Design thinking, which is an experiential learning intervention, outperforms after-action reviews and team-building games in boosting team performance.
Exposure to nature or other aesthetically pleasing environments may enhance employees’ recovery and emotional well-being after a long workday.
Research shows that voluntary turnover is driven by a mix of motives, and that employees’ true reasons for leaving often depend on the context in which they are asked.
According to newly published research, the benefits of vacations for employees are greater than once thought.
New research finds dissimilarity hinders coworker trust, but not for everyone. What are the exceptions to the rule?
Coaching is most effective when coaches are matched to coachees based on personal preferences rather than superficial similarities, and when coaches focus on goal-setting rather than rapport.
