Understanding the hidden effects of imposter syndrome in senior leadership opens the door to improved performance, healthier organizational cultures, and more effective decision-making at the highest levels of the organization.
Executives can build teams that support organizational transformation to provide more innovative solutions and more effective responses to customer needs.
Using the best available evidence from multiple sources can lead to more effective management practice. However, management practitioners often make decisions based on limited evidence, mostly from personal experience and judgment. Values, beliefs, and practices may conflict with a manager’s ability to use research evidence in practice.
Achieving institutional relevance, distinctiveness, and affordability among present and future stakeholders determines sustainable viability for small, private, nonprofit higher education institutions. Actionable findings are discussed and a conceptual framework for decision-making is presented.
Strategic acquisitions continue to emerge as a critical business strategy to expand an organization’s sales, customer bases, and growth opportunities. However, research and anecdotal evidence highlights that many of the strategic acquisitions fail to achieve their stated financial and non-financial goals (Mirvis & Marks, 2011).