Swiss research reveals Anglo-Saxon boards and CEOs are more likely to increase debt, reduce dividend payments and embark on M&As.

The impact any CEO makes on their organisation turns on a complex interplay of factors, from culture, industry and personality to timing.

A leader who is highly effective in one organisation may face quite different demands in another—especially in the post-Covid era.

New research reveals that employees are more likely to engage in unethical behaviour for a boss with whom they have a good relationship.

US academic calls for an end to non-disclosure agreements (NDAs), changes in the use of arbitration and better reporting of complaints.

Boards and directors are the instigators, nurturers and custodians of one of an organisation’s most critical assets: its culture.

Study reveals that while narcissistic leaders tend to rate themselves highly, they often have a negative impact on other people in the workplace.

The pressure is on for organisations to allow individuals to be more authentic in the workplace. What exactly is authenticity—and how do we move towards it?

US investors are using federal securities law to launch claims over sexual harassment policy compliance. Boards should take this seriously.

Shareholders have begun using laws governing corporate disclosures to hold companies to account over “material impact” of sexual harassment.