Leadership style can make or break the success of an organisation, team, or project. While different leadership styles suit different situations, effective styles share one common trait - emotional intelligence (EQ). Daniel Goleman (an EQ expert) proposed that there are 6 effective leadership styles, each stemming from 4 key EQ competencies: self-awareness, self-management, social awareness, and social skills.
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EXJournal: Engaging Employees
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We created The Employee Experience Guide to give businesses an easy to use framework for building a better employee experience.
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Want to be able to talk to all of your employees? Prepare to go mobile. Most adults own a cell phone, so it follows that most workers will have a mobile device of some kind. And we always have them close at hand. The average person checks their phone 110 times a day, and frontline workers use messaging apps up to six times a day. Great news, right? We can just use mobile channels to communicate with workers and get a read on engagement. Not so fast.
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[Infographic] 6 effective leadership styles
Nov 30, 2018 11:11:26 AM / by Laura-Jane Booker posted in Employee experience, Engagement, motivation, Coaching, Leadership, Organisational climate
Is your employee experience Theory X or Theory Y?
Sep 11, 2018 9:16:44 AM / by Robin Schooling posted in Employee experience, motivation, Management, Theory X, Theory Y
Sixty years ago Douglas McGregor from the MIT Sloan School of Management presented two theories of workforce motivation he named “Theory X” and “Theory Y.” Over the intervening decades these theories have been used by leadership teams, HR professionals and OD folks as they craft and create HR policies, performance management programs, rewards and recognition, and work space design.
The observer effect: the surprising role of structured questions
Apr 3, 2018 2:50:32 PM / by Philip Carden posted in Employee experience, Engagement, feedback, motivation
How do we measure things like engagement and experience? We ask questions. But what if asking the question changes the very thing we are trying to measure? Here’s a newsflash: That’s exactly what happens. And it’s not a bad thing — in fact it’s a huge opportunity, because the questions themselves can be subtle but powerful change agents.