Search for tag 'Leadership'

9 results Number of Results per Page
  1. Leadership development remains top priority for HR departments

    The main priority for Belgian human resources departments continues to be the development of the competencies of managers, i.e. leadership development, as the HR Barometer study by HR consultancy Hudson and Vlerick Business School reveals. Talent management – the attraction, development and motivation of talent in the organisation – is still ranked a clear second.

  2. 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.

  3. Stimulating learning in the organisation

    This article is based on findings from research conducted by Vlerick within the context of an ESF (European Social Funds) project. Authors Fauve Delcour, Kim Bellens, Tina Davidson and Prof Katleen De Stobbeleir explain why ‘servant leadership’ and challenging goals are important for creating a positive learning climate.

  4. 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.

  5.  CSR

    SME Leaders Make Sense of CSR

    During the last decades, a whole series of concepts have been launched in what has developed to a new management field : the business and society field also called the social issue in management. These concepts include corporate social responsibility, corporate citizenship, corporate social performance, sustainable development, stakeholder theory, and business ethics.

  6. Fingers typing

    The Feedback Gamble: Being proactive can be risky if an employee is not up to speed

    In today’s dynamic workplace employees are expected to be proactive - seeking feedback, taking the initiative, selling ideas, taking charge, revising tasks and building social networks. But a new study shows that some employees may, in fact, pay a price for sticking their head above the parapet if they are not known to be top performers.

  7. CIO Dinner Sound Bites - Great conversations at the top

    Times of great turbulence open doors for those who are able and willing to lead. In 2009, we reported on a set of interviews with CIOs that had moved beyond mere cost-cutting rationale and were ready to bond with their C-level colleagues to address the strategic challenges that lay ahead. In follow-up CIO dinners, we aim to explore the issues and opportunities further. The CIO Dinner Sound Bites series provide a peek into what was brought to the table.

  8. Vitality

    Change strategy: should you pre-programme change or let it branch off?

    Globalisation, the explosion of technology, rapidly changing laws that keep piling up, increasing consumer demands, takeovers and mergers, periods of crisis… what all these things have in common is that processes of change are becoming increasingly frequent and intense. We have no doubt that organisations are continually subject to change. The question remains how we can best deal with change to obtain a committed change process.

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