Too much workplace helping may be a hidden culprit in explaining women’s slower career advancement. Due to different social role expectations, women are expected to help more at work and to help in more tine-consuming ways – essentially, taking on a ‘wifely’ role in organizations. This constitutes a hidden tax on women that detracts from time for more visible and rewarded tasks and activities, leading to less influence and impact. This Insights paper highlights some of the systemic factors that enable these helping expectations and offers re-balancing strategies for organizations and people leaders.
Unleash the extraordinary story of healthcare's dramatic pivot! This research reveals how COVID-19 created a perfect storm that drove an auspicious alignment of policy, economics, society, and technology to mainstream telemedicine after decades of resistance, transforming patient care virtually overnight.
Nuance or noise? This CCL Research Insights paper explores the efficacy of using AI to identify themes from open-ended survey responses, including best practices for human intervention.
This piece discusses how to leverage CCL’s TeamVantage™ assessment to guide leaders and their teams along the group’s developmental journey. Specific emphasis is given to the outcomes of leadership (i.e., direction, alignment, and commitment), networks of influence, and the value of data-driven development efforts.
Employees with high levels of psychological capital believe they have control over their own success (efficacy, hope), expect good things to happen (optimism), and rebound more easily following failure (resilience). In this study, we explored relationships among psychological capital (PsyCap), organizational citizenship behavior (e.g., helping others, volunteering for tasks that help the group or organization, speaking up with ideas) and social network positions. Our results suggest that PsyCap is a source of competitive advantage – both for leaders and for organizations – and that it may be worthwhile to invest in developing this malleable resource.
Why do efforts to solve global crises often fail? Discover the hidden barriers blocking progress and proven strategies for creating lasting change—from business leaders to policymakers to advocates for a better world.
This piece discusses how to leverage the Johari Window to better transform 360 leadership feedback into actionable insights, revealing hidden strengths and blind-spots for leaders to enhance their effectiveness and development.
Discover essential leadership capabilities for addressing our interconnected global crises. Explore cutting-edge research on complex problem-solving, collaboration, and transformative leadership in this thought-provoking paper on navigating a polycrisis.
Utilizing new technology and analytic approaches for conversational analyses, we present results from a high-fidelity behavioral measure of leadership (HiFi) in CCL's Leading for Organizational Impact (LOI) program.