Kafilat, Author at The Oxford Review - OR Briefings
Kafilat

Author Archives: Kafilat

Fear of Failure and Self-sabotage, Self-handicapping and Self-deception

self-deceeption self-handicapping self-sabotage

Many people engage in self sabotage where they think, act and behave in ways that reduce their effectiveness or even sabotage their own success. Sometimes this is unconscious and sometimes is purposeful. Examples include students who party the night before an exam, professionals who watch a box set on TV or surf the internet, rather […]

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Nudge behaviour change – Is it real?

Nudge behaviour

The book, ‘Nudge: Improving Decisions About Health, Wealth, and Happiness’ In 2008 Richard Thaler and Cass Sunstein published a book that created a whole new industry in behaviour change. The book, ‘Nudge: Improving Decisions About Health, Wealth, and Happiness’ starts with the premise that paternalism, or the idea that experts with authority do often know […]

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How Aversive Leadership Impacts Employee Proactivity and Moral Disengagement

Aversive leadership

Understanding the relationship between aversive leadership and its outcomes is crucial for organisations aiming to foster a positive work environment and promote employee well-being and productivity.  Research looking at the relationships between aversive leadership, moral disengagement, and proactive personality traits. In organisations leaders tend to establish behavioural standards by modelling behaviour and enforcing them through […]

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A Review of Humble Leadership

Humble leadership

There are well over 120 different types of leadership. Moral-oriented forms of leadership focus on promoting ethical behaviour. These include styles such as ethical leadership (maintaining ethical norms), servant leadership (personal/professional development of followers) and humble leadership. Humble Leaders Humble leaders demonstrate humility by:• Being willing to evaluate their skills and behaviours honestly.• Acknowledging the […]

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Research on Strategic Human Resources Management and Open Innovation

Open innovation and HR

Over the past few years, worldwide social and economic chaos from the pandemic has caused many organisations, including large multinational enterprises (MNEs), to struggle to remain competitive. Increasing innovation performance in any organisation is complicated and in multinationals this quest can be even more difficult. Open Innovation One of the key forms of innovation that […]

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Pseudoscience’s Infiltration of Coaching and its Impact on Organisations

Pseudoscience In Coaching

Today, in a world where anyone can spread conspiracy theories, lies and unreliable information in an instant, many people, including professionals often struggle to distinguish false sources from valid ones. There is a growing collection of poor quality research that is contributing to scientifically questionable myths and the development of ineffective interventions. In the sports […]

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How to Reduce Peer Aggression and Abusive Supervision using Formalised Work Structures

Formalised work structures

Hostile, aggressive and abusive forms of leadership and supervision Hostile, aggressive and abusive forms of leadership and supervision are all too common in many businesses and organisations. Sustained hostile behaviour towards subordinates that includes non-verbal and verbal actions, such as: can cause a range of negative outcomes, such as: Power imbalances Power imbalances tend to […]

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Passive and Active Diversity in Inclusive Leadership – The Research

diversity and inclusive leadership

Despite the efforts of scholars, diversity professionals and policymakers over the past century, structural inequalities still exist that disadvantage black, indigenous, people of colour (BIPOC) and women.  These often unseen barriers are present throughout society, including in private and public organisations. New research has looked at the impact of passive and active forms of diversity […]

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