Melbourne Business School

Working remotely during COVID-19 has led to record levels of stress and burnout, but embracing the principles of mindfulness could help. In the latest episode of the Melbourne Business School Podcast, Professorial Fellow Amanda Sinclair explains why stress levels increase when people are working from home, and offers practical advice for professionals and managers on how to embrace

People usually assume that silence during a negotiation is an intimidation tactic, but new research shows it can actually lead to more collaborative outcomes. Melbourne Business School Associate Professor of Management Jennifer Overbeck and MIT Sloan Gordon Kaufman Professor of Management Jared Curhan spoke with Yasmin Rupesinghe about their findings on the latest episode of the Me

Hostility toward employees from a manager is called "abusive supervision", and it can include actively lying to subordinates, ridiculing them, not giving them the credit they deserve and being overly controlling. In her latest research, Deshani Ganegoda, an Associate Professor of Management at Melbourne Business School, looked at the psychological effects abuse has on victimised em

For a culturally-diverse team to perform exceptionally, leadership needs to be shared among its members, says Associate Professor Carol Gill. "We're all different in terms of the way we see the world, and culture is one of the lenses in which we see the world differently," she says. Professors Carol Gill from Melbourne Business School, Nicole Gillespie from University of Queensland

In large organisations, cliques at all levels are excluding people regardless of their talent, which is highly regarded in such business environments, says Professor Isabel Metz. "The problem of cliques arises when those groups become powerful, too cohesive and exclude others," she says. "When this occurs, members in these groups tend to over value their own characteristics and alm

Leaders who display humility can improve their team's confidence and make them feel safe in the workplace, says Melbourne Business School Associate Professor Burak Oc. "Irrespective of whether or not you're a humble person, if you do at least three things in an organisation, people will perceive you as a humble leader," he says. "What are those three things? It's acknowledging that

"There are some natural responses to the difficulties of 2020 that perhaps have us thinking about the future as being substantively different to the past, and while that may be true to a degree, there are some things that remain the same," says Vivek Chaudhri. "Looking through the pandemic looking glass, we've perhaps magnified certain aspects of what leadership calls on but also d

Ethical purchases are not entirely altruistic, they provide value to the consumer in the form of a self-esteem boost, says Jill Klein, Professor of Marketing at Melbourne Business School. "One piece of advice that I would have for consumers is don't feel bad that it makes you feel good to buy an ethical product and that making yourself feel good is one of your motivations," Profess

With the dramatic changes to organisational life in recent years, the idea that leaders need to have all the answers is no longer the case, says Amanda Sinclair. Find out why in this latest episode of the Melbourne Business School podcast.

When CEOs have a lot to lose from a fall in their company's share price, they may be tempted to make adverse decisions, says Professor of Business Strategy Geoff Martin. Professor Martin's research focuses on strategic decision-making by CEOs and the effect their decisions can have on organisations and the community. In the latest Melbourne Business School Podcast, he speaks with Y