“The model is a bit broken” an AOM scholar says. “Stop
drinking the Kool-Aid that it is all about profitability and
financial outcomes. It is also about personal growth and
authenticity: creating value for yourself, your community and
the world.”
In the first study of its kind, AOM scholars show how
artificial intelligence can fuel employees’ creativity under
certain circumstances, according to an
Academy of Management Journal article.
Rarely has such a strong confluence of factors—new
technologies, pandemic-related hybrid and flexible work, and
the rise in freelance, gig, and contractual work—so
significantly upended the traditional labor market. This
change is particularly relevant for Gen Z and Millennials,
young engineers, and others who navigate a job market that
values skills over traditional titles, according to an
Academy of Management Perspectives article.
Some managers avoid promoting stars on their teams because
they fear being unable to replace them. Not only are they
hurting the stars and their organizations, but they’re also
hurting themselves, according to AOM scholars.
Individuals can respond to toxic workplaces by using defense
mechanisms, confronting abusers, or simply leaving. But AOM
scholars reveal three responses that teams can take, as they
work toward organizational goals and objectives.
It’s no secret that establishing positive relationships
between managers and employees is essential to effective
leadership. But managers who have achieved that goal should
not rest on their laurels. Like friendships and marriages,
manager-employee relationships need to be nurtured over the
long haul.
Maintaining satisfaction and motivation in the face of
adversity is easier if workers think of their labors in terms
of self-sacrifice. But workers cannot maintain that vibe
alone. Upholding the ideal of sacrificing for the common good
requires support from peers and managers.
The presence of women in the C-suite has slowly grown in
recent years, but their numbers still lag far behind those of
men. Women hold only about 6% of CEO and 11% of executive
roles in large U.S.-listed corporations, according to an
Academy of Management Annals article, despite
evidence that businesses with gender-diverse top management
teams tend to perform better in the long run.
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