Managerial Psychology

Companies run by their originators often have deep experience, earned legitimacy, and forgiving stakeholders.

From hyping up teams to finding the right data, ever more challenging tasks demand new approaches. Here are four tips.

Learn how you can escape the specter of your former boss and put your own mark on a new role in this short video.

Here’s how to fix the root problems that make organizations feel rude and uncaring to employees.

Learn some simple but effective tips on how to reduce your own and your team’s impostor syndrome.

Researchers have identified six best practices to help leaders better regulate their own and their teams’ emotions.

How can a new leader overcome the lack of confidence they feel with their new team? Sanyin Siang has three suggestions.

Companies need to take steps to address the increasing levels of burnout among overloaded middle managers.

Businesses can boost retention when they help employees align their work to their sense of purpose.

When team members do good deeds, their leaders can be susceptible to bad behavior. Here’s why.

With data, you can measure and improve performance, but that won’t facilitate breakthroughs.

Feeling like an intellectual fraud can hamper actual job performance. But there is a solution.

It’s easier to make good decisions if you remove yourself from information overload and consider choices more abstractly.

A willingness to ask for advice on difficult problems can increase your perceived competence.

Six scholarly articles offer intriguing insights into factors that can affect the decision-making process.

Managerial authority is essential when decisions are time-sensitive, knowledge is concentrated and decisions need to be coordinated.

In his book “Reinventing Management,” Julian Birkinshaw urges businesspeople to give more thought to management models.