Search for tag 'Leadership'

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  1. From egocentric to ecocentric leadership

    Farewell, omniscient leader - from egocentric to ecocentric

    A leader is charismatic and visionary: this CEO cult no longer fits in with today’s complex dynamics. Research has shown that modern leaders are successful if they adopt modest, vulnerable attitudes, asking people around them for feedback to achieve widespread support.

  2. Coca Cola Enterprises

    The Coca-Cola case, an inclusive approach

    This case gives an overview of the diversity evolution that Coca-Cola Enterprises has gone through, and the different phases that the organization knew before reaching an inclusive organizational culture. This gives us the opportunity to encourage a debate regarding inclusive leadership and professional gender equality, specifically meant for women who have the ambition to obtain a middle to senior management position.

  3. Staying ahead of the political game.

    Staying ahead of the political game

    Some see office politics as a necessary evil; some welcome the opportunity to show their political skills. Others simply refuse to play ‘the game’. But it’s not a winning or losing game. Being politically savvy doesn’t mean that you win at the expense of someone else. It’s not about being false or self-centred either. Or playing favourites, let alone back-stabbing. On the contrary: we argue that remaining authentic is of vital importance.

  4. White paper: 4 observations about generation Y

    4 observations about generation Y

    As a people manager, you have to deal with differences between your team members. Some of these differences might be harder to understand than others. ‘Generation Y’, Millennials or the Millennial Generation (1982-2000). As insight into the expectations, intentions, ambitions and dominant values of other generations is crucial to managing people, we’ll help you clear up the following 4 myths about Generation Y.

  5. 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.

  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. 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.

  8. 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.

  9.  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.

  10. 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.

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