Vlerick Expertise in People Management & Leadership

The expertise that Vlerick has developed in the management domain People Management & Leadership is based on extensive research in business environments. Our faculty and researchers translate this know how in a diverse set of people management and leadership programmes, specialised books, scientific publications and management advice in the field.

Key areas of focus are change management, coaching, decision-making, emotional intelligence, negotiation, leadership and teamwork. In addition to conducting research that contributes to fundamental academic knowledge, our faculty and researchers also carry out practice-based research for organisations.

In this section you can discover our recent articles in the People Management & Leadership domain. We have selected and summarised the key findings from academic publications, working papers and books relevant for you as a modern manager. And we situate these within the wider issues of business. Read our latest articles, watch our videos and listen to our podcasts to discover what’s new in the domain of People Management & Leadership.

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  1. Happiness at work is a habit you can practice

    We all have to work. However, the key to finding happiness on the job is to feel good at work. There are countless benefits to happiness at work, both for the employee and the company, as scientific research has repeatedly shown. According to "The Happiness Advantage” by the American researcher Shawn Achor, happy employees are up to 31% more productive and their creativity is three times higher. With the support of ESF Flanders, Vlerick Business School and HR service provider Attentia have therefore developed a new tool which wants to promote happiness at work.

  2. Creativity is not result, it’s a process

    Creativity is all about generating as much ground-breaking ideas as possible. You put up idea boxes in the canteen, organise regular brainstorming sessions and your organisation will be brimming with creativity, on the forefront of innovation in no time. Right? Not quite. “Statistics show that only few ideas actually get implemented. Granted, not all ideas are feasible, but implementation often fails because organisations lack a proper innovation process,” explains Professor Katleen De Stobbeleir.

  3. Creativity as a bonus during negotiations

    Creative thinking can boost the ability of negotiators to secure the most favourable outcomes when bargaining. Especially when that creativity is linked to their specific skills it may give negotiators a winning edge. But companies need to provide the right mood music to bring out the best in them.

  4. Working together: how hard can it be?

    Most mergers, acquisitions or reorganisations continue to fail due to a lack of attention to the human aspect. Getting newly formed teams to work together in an efficient and congenial manner, that is the big challenge. Because these teams face what is known in psychology as a social dilemma: an area of tension between working together to serve the interests of the new group and competition – acting in one’s own interests or those of the old team one used to belong to. As part of her doctorate, Ann-Sophie De Pauw investigated which factors affect cooperation in newly formed teams.

  5. Open innovation in HR

    Wanted: the people behind open innovation

    More and more businesses are opting for an open innovation strategy, where they decide to look outside their own organisation and cooperate with research centres, companies or other partners. So far, the human aspect is often overlooked. Promoting open innovation actually requires specific people management practices and an adapted business culture. So how can organisations promote open innovation with the right human elements?

  6. Belgium

    Belgian CEOs as export products

    Is there such a thing as ‘the average Belgian CEO’? Apparently, yes. It is somebody who brings people together, who has an international outlook, who is not afraid of hard work and who keeps his promises. Belgian top managers are also valued for their strong ability to compromise. Yet often they are still too modest. This was revealed by a study conducted by Vlerick Business School on behalf of Galaxis and Norman Broadbent.

  7. To Change or Not To Change

    To change or not to change

    We know much about organisations when it comes to science. And yet we seem to know almost nothing when it comes to our daily experience. To Change Or Not To Change is an attempt to re-establish the lost link. The book To Change or Not To Change offers a social sciences approach to organisations, building upon the complexity and irrationality of every day practice. It reveals the hidden traps of change management and offers an ironic way for better survival.

  8. Conflict management

    The critical role of emotion regulation on conflict management in groups

    This study indicates that emotion regulation can benefit group effectiveness by directly reducing relationship conflict as well as by reducing the chance that task conflict escalates into relationship conflict. Although conflict is closely connected with the emotional life of groups, until now no empirical tests have been conducted on the moderating role that emotion regulation plays between task conflict and relationship conflict.

  9. Gender distinction

    Female managers score high on leadership

    Over the years, numerous studies have reported that female managers score better than male managers in the areas of empathy, communication and collaboration. Now, recent research conducted by Prof Katleen De Stobbeleir and researcher Céline Claus of Vlerick Business School shows that they score better for coaching, stakeholder management, handling diversity and results-orientation as well.

  10. Man with an idea

    Style wars

    Momentous decisions, office hostilities and uncomfortable truths… which factors dictate how we respond to the everyday trials of management? The quest to understand and influence managerial behaviour is an increasingly critical mission for employers.

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