Leadership

Poor management is causing British businesses to lose young talent, research released by the Institute of Leadership and Management (ILM) revealed.About...

Through the years, many of the great and the good have attempted to sum up the qualities that make a...

A dark shadow of deep-seated cultural prejudice threatens to limit the competitiveness of UK organisations.This prejudice takes the form of...

Dianne Thompson, chief executive of the National Lottery, has been awarded the Chartered Management Institute’s (CMI) annual Gold Medal for...

Does the operations director or the chief executive think along the same lines as the HR director?

Richard Branson is the person most people would like to have as their manager, while Cherie Blair is the least favourite, according to a poll of UK workers

More than one in four employees (29%) would swap their manager if they could, new research by Investors in People (IiP) shows

Nobody's perfect, not even management, as training specialists the Ken Blanchard Companies found out when they asked 1,400 executives what they think are the biggest mistakes or failings leaders make or have. They include some old favourites.

Why is it important?One in five employees in the UK believes he or she could be laid off in the...

Angela O'Connor, HR director, Crown Prosecution Service

The Wizard and the Warrior – Leading with Passion and PowerAuthors: Lee G Bolman and Terrence E DealPrice: £18.99Publisher: Jossey-BassPages:...

As the World Cup reaches the knockout stages, the debate on what makes a good team has reached fever pitch. And there is a lot HR managers can learn from applying football analogies to the business world.

Creating a world-class football squad involves more than just throwing talented players together. But when it comes to building a team, many businesses could take a lesson from our national game, discovers Helen Kelly.

ABN Amro aims to keep leaderse with a successful track record in using diagnostic techinques

RBS's decision to invest in 'a belief' that staff development is worth it provoked a strong reaction from HR. Paul Kearns says failing to measure the return on that investment dents HR's credibility, but Neil Roden defends the bank's position