To give this rapidly changing world the leaders it needs, we urgently need better leadership development. The Erasmus Centre for Leadership aims to do just that.

Funding for disruptive start-ups, effective leadership development, sustainable development and more. RSM Discovery Magazine 36 is out now!

To be an inspirational middle manager you need behavioral integrity. But how do you do that if you are undermined by higher management?

People in power positions often act like narcissists. Do narcissists get themselves into power positions, or does power create narcissists?

Fair leadership behaviour and decisions promotes prosocial behavior of employees.

Extraverted CEOs want to do big things. `Consequential strategic decisions such as mergers and acquisitions fulfill that desire.

Combining a masculine and feminine leadership style makes women come across as less authentic and effective leaders.

Behavioural integrity is effective, because it improves your communication. And you can develop it! research by Hannes Leroy.

Sometimes saying 'sorry' is ineffictive. Duped employees are less likely to forgive when a violator with higher power apologises.

Employees have different ideas about empowering leadership. Listen to them, says Prof. Steffen Giessner.

Multicultural teams flourish under foreign leadership, and local leaders can learn.

Here’s what firms can do to enhance female leadership aspirations through organisational changes.

Make employees flourish. How? Put ‘human’ back into HRM, says Prof. Dirk van Dierendonck in his inaugural address.

Generating ideas is essential for companies to improve processes and create efficiencies. And there are direct links between the type of leadership and the number of successful ideas generated.

Milton Sousa of RSM reveals that the more power you have as a leader, the more humility will help to be a successful one.

Is it possible to be an ethical leader in today’s shareholder-focused economy?

New research by Associate Professor Dirk van Dierendonck shows that combining transformational and servant leadership benefits organisations the most.

Assistant Professor Dirk Deichmann of Rotterdam School of Management, Erasmus University (RSM) reveals the surprising positive effect of rejection.

Servant leaders do not consider themselves above those they lead. Rather, they are primus inter pares, Latin for "first among equals."

A perennial question faced by managers is how much they should listen to their employees.