Lying leaders, Female entrepreneurs, Teaching in Indian slums

01 Aug 2023
AOM Insights
Why We Choose Liars as Leaders

These days, you may have noticed dishonest leaders in business, politics, sports, and other fields. The cause may be a sign of the times: “us-versus-them” conflicts fuel zero-sum thinking that can make people more accepting of lying leaders, according to an Academy of Management Perspectives article.

Women seeking funds for their new businesses run up against “third party bias” among investors who are more likely to withhold support because they tend to believe that other investors prefer ventures led by men, according to an Academy of Management Journal article. The biased investors recognize that ventures that gain wider financial support are more likely to succeed.

Many organizations take a dim view of hiring impoverished people, while management researchers frequently describe the dark side of employing such workers. But AOM scholars reveal a brighter picture. With training and support, as well as freedom to shape their work to align with their own beliefs, values, and knowledge, and their communities’ needs, women in Indian slums can become more effective teachers and create more social impact.

An Academy of Management Discoveries article shows how the populist backlash against globalism and international migration affected highly-skilled resident foreigners who had not envisioned permanent relocation.

A positive self-concept—what you think and value about yourself—can help people do good work in their lives and their jobs. AOM scholars take that notion a step further. Two studies show that when people receive positive narrative feedback from others in their lives, their self-concept expands, often lifting their thoughts about themselves beyond gender-specific stereotypes.

AOM scholars find that proactive team members who are not responsible, organized, and hardworking (conscientious) can undermine their teammates, harming their team’s ability to coordinate and perform well.

While spending on leadership development programs has skyrocketed in the past decade, few executives seem to know whether the programs are effective. AOM scholars conducted a focus group of business school professors responsible for leadership development programs and interviewed managers to determine how stakeholders justify the value of such programs in their organizations. The scholars' Academy of Management Learning & Education article reveals four distinct perspectives.

From the archive:

Does positiveness matter to those who manage or lead people in organizations? And what implications does emphasizing positiveness have for employees in terms of their happiness and general well-being?

Pressing Questions AI Poses to Companies
Why Dynamic Workplaces Need Empowered Employees
The Four Faces of Leadership Development
Promote Talent to Gain Talent

Really Listening at Work Is More Than Saying “I Hear You”
Why Organizations Need to Focus on Mental Health
Why Managers Should Listen to Social Ladder Climbers

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