Leadership and Succession
Explore Gallup's research.
At the forefront of internal learning and development, this global bank built a platform to bring its vibrant culture of mobility to life.
Learn these three powerful reasons why CHROs are best positioned to be the next CEO of your company.
Learn how to help people understand if they really want to get into a management role through a realistic job preview.
Learn why it's important to start treating your managers like stars and focus on their experience -- the manager experience.
Learn why most development programs leave managers asking, "What now?" and how understanding the manager experience can increase learning.
Learn why trust in leadership is low, why it varies greatly from one team to another and how leaders can start building a culture of trust today.
Learn about the business case for fair hiring assessments and why even the best managers have hiring biases.
Learn why cognitive bias is hurting your promotion and succession decisions and how to create a plan that relies on data, not perception.
Learn four practical steps for turning succession planning from an imprecise art into an exact science.
Businesses must address this leadership shortage if they're going to capitalize on the region's projected rapid growth.
35% of U.S. Managers Are Engaged in Their Jobs
Developing ASEAN's Future Leaders Today
Big Gallup findings include why great managers are so rare --- and why employee satisfaction doesn't matter, among others.
Engagement is alarmingly low among senior leaders in the region. If they're going to grow in the next decade, Asian companies must develop an effective leadership pipeline now.
How engaged workplaces drive job creation. Lowering healthcare and absenteeism costs. And: Is college worth it? These are among the topics the GBJ covered during the past 12 months.
Companies shouldn't assume that "leadership" only applies to their chief officers. In fact, businesses must find the right people to fill four distinct types of leadership roles.
You can't always trust your brain to make the right calls -- and you can't trust your gut either. It's much better to develop solid data and use them to inform your decisions.