Browsing: Leaders & executives | Page 76 (908 items)

Aside from the moral imperative, there is a strong business case for organisations to constantly foster an ethical culture, according to Institute of Executive Coaching director of education, Dr Hilary Armstrong.

The more resilient employees are, the more likely they are to "survive and thrive" in today's increasingly complex world, according to organisational psychologist Kathryn McEwen, who says that although some workers are born more resilient than others, the ability to "bounce back" from adversity can be developed.

One of HR's biggest tasks is to recognise the great power it has, to "leader other leaders", says author Geoff Aigner.

A summit has recommended gender diversity targets - and short timeframes - to address the paucity of women in senior leadership roles, and warns that if these measures fail, "quotas could be just over the horizon".

Employers that let management, rather than the board, "drive and manage" executive remuneration could face criminal penalties following recent changes to federal legislation, says Mercer Australia head of executive remuneration Christine Deveney.

Some stress is destructive and unnecessary, but not all stress is bad - in fact, a certain degree is a necessary part of being a leader, says Melbourne Business School leadership expert Richard Searle.

Employers seeking to fill critical leadership gaps must avoid taking applicants at face value, and "push harder" to obtain solid evidence of claimed competencies, says leadership consultant Gerry Davis.

The world's most influential HR practitioner outlined the direct relationship between how employees feel, and investor confidence in their company, at the AHRI 2011 National Convention last week.

It's time for HR people to stand up, take responsibility, take some risks, and do some experiments, according to Vineet Nayar, CEO of HCL Technologies and leader of more than 72,000 IT professionals in 29 countries.

Top-level HR staff who want to serve as "trusted advisors" in the event of a merger or acquisition should learn about the process long before the rumours of a potential transaction start to circulate, says Mercer Australia and New Zealand M&A business leader Michael Hill.