Effects Of Leadership On Team Dynamics And Performance

Team IIBP Anveshan, Employee Engagement, Issue 21, Leadership Development, Mental Health, Talent Management, Team Effectiveness, Volume 3

John Maxwell quoted that “Leadership is influence, nothing more, nothing less.” John Maxwell’s definition does away with hierarchy and authority and instead focuses on the ability to influence. Leadership is defined as the process of facilitating individual and collective efforts to accomplish the shared objective. Leadership is an influential process that enables managers to get their people to work willingly …

Importance of Self Awareness in the Workplace

Team IIBP Anveshan, Business Psychology, General Psychology, Issue 21, Leadership Development, Mental Health, Training and Development, Volume 3

Self -Awareness is our recognition of ‘SELF’, our Character, our Strengths and Weaknesses, our Desires, and our Likes and Dislikes. Socrates once said: ‘To know thyself is the beginning of wisdom.’ “The capacity to be aware of, control, and express one’s emotions, and to handle interpersonal relationships judiciously and empathetically.” Self-awareness is having a clear perception of who you are, …

Fostering an Open Culture for Team Effectiveness

Team IIBP Anveshan, Business Psychology, Employee Engagement, Issue 21, Leadership Development, Organizational Culture, Organizational Development, Team Effectiveness, Volume 3

Openness, Trust & Psychological Safety Openness is at the core of the concept of psychological safety. This concept was spoken about by Harvard’s Amy Edmondson in a 1999 journal article where she spoke of it in context to team learning and performance. She defined it as an absence of interpersonal fear and where people can speak up about work-related topics …

Importance of Self Awareness in the workplace

Team IIBP Anveshan, Issue 21, Volume 3

Self -Awareness is our recognition of ‘SELF’, our Character, our Strengths and Weaknesses, our Desires, and our Likes and Dislikes. “The capacity to be aware of, control, and express one’s emotions, and to handle interpersonal relationships judiciously and empathetically.” Self-awareness is having a clear perception of who you are, why you do what you do, how you do it, and …

The Gig economy & Group dynamics

Team IIBP Anveshan, Issue 21, Volume 3

The Gig Economy has been placed on number #4 on the Society of Industrial & Organizational Psychology’s (SIOP) Top 10 Workplace Trends. Internet, the sophistication of digital tools, shift in the nature of career aspirations, values, etc. of the Millennials & Gen Z, people not being bound by geographic locations are some factors leading to this boom of the gig …

Effects Of Leadership On Team Dynamics And Performance

Team IIBP Anveshan, Issue 21, Volume 3

John Maxwell quoted that “Leadership is influence, nothing more, nothing less.” John Maxwell’s definition does away with hierarchy and authority and instead focuses on the ability to influence. Leadership is defined as the process of facilitating individual and collective efforts to accomplish the shared objective. Leadership is an influential process that enables managers to get their people to work willingly …

Fostering an Open Culture for Team Effectiveness

Team IIBP Anveshan, Issue 21, Volume 3

Openness, Trust & Psychological Safety Openness is at the core of the concept of psychological safety. This concept was spoken about by Harvard’s Amy Edmondson in a 1999 journal article where she spoke of it in context to team learning and performance. She defined it as an absence of interpersonal fear and where people can speak up about work-related topics …

Corporate Social Responsibility and Corporate Social Justice

Team IIBP Anveshan, Issue 20, Volume 3

Corporate social responsibility is a selfregulatory check for businesses to be socially accountable to their local and global community, customers, and stakeholders. It is based on the concept that businesses have a responsibility to do good. There are four main types of CSR activities: Environmental Responsibility: Research has found that just 100 companies are responsible for more than 70% of …

Wellbeing in workplaces for 2022

Team IIBP Anveshan, Issue 20, Volume 3

This article addresses the need for wellbeing initiatives in the workplace as a silver bullet for thriving organizations. It covers highlights from 2021 that lay the ground for setting processes in organizations supporting positive mental health as an outcome. Lastly, I offer suggestions on creating a baseline to address these issues. 2022 is still a year of recovery from the …