Organizational Intelligence Institute

Research

The Organizational Intelligence Institute’s strategic research reports are free. Our strategic reports are comprehensive and insightful, and typically include at least 100 distinct company participants (Fortune 1000 and large global firms).


The Hidden Drivers of Leader Engagement

Part I (Vol. 3, No. 1)

The purpose of the Leader Engagement Survey was to gain insight into the primary drivers (i.e., factors, variables, and value propositions) that affect leader engagement. A corollary purpose of this research is to examine how these engagement drivers might vary by various demographic variables and workforce segments.

This report summarizes the results of the Leaders Engagement Survey conducted by the Organizational Intelligence Institute - a Skyline Group company. In total, 159 participants completed the survey.

Format - PDF
Size - 1.7 MB
Research Participant - FREE
List Price - FREE



The Strategy Execution Equation

(Vol. 2, No. 2)

The purpose of the Strategy Execution Survey was to gain insight into the extent to which companies have the clarity, alignment, and capabilities to follow-through and execute their overall strategy. A corollary purpose was to examine how strategy execution differs by key factors and variables such as job level or role, business unit/function, revenue targets, and the strategic priorities/objectives and goals of the enterprise.

This report summarizes the results of the Strategy Execution Survey conducted by the Organizational Intelligence Institute - a Skyline Group company. In total, 102 distinct company participants completed the survey.

Format - PDF
Size - 2.0 MB
Research Participant - FREE
List Price - FREE



Organizational Diagnostic Models

(Vol. 2, No. 1)

The purpose of this integrative review is to examine several organizational diagnostic models that have been conceptualized in the literature, including the Organizational Intelligence Model. To understand these models, a brief explanation of organizational surveys and diagnosis is provided as well as an overview of open systems theory. Predictive modeling procedures such as path analysis and structural equations modeling are reviewed as techniques for assessing the validity of organizational models.

Format - PDF
Size - 0.7 MB
Research Participant - FREE
List Price - FREE



The HR Analytics Project

(Vol. 1, No. 1)

The HR Analytics Project seeks to gain insight into the extent to which Fortune 1000 companies and select global firms are performing broader HR research and analytics practices in the context of human resource strategy and decision making. The research questions explored were:

  • What types of HR research and analytics practices are currently being performed in best-in-class organizations?
  • How are HR research and analytics activities and groups organized and structured?
  • To what extent does HR research and analytics facilitate HR strategy, decision making, and execution?
  • What is the meaning of "HR intelligence" by those who perform HR research and analytics work?
  • What are the emerging ethical implications associated with the HR research and predictive analytics movement?

This report summarizes the results of The HR Analytics Project conducted by Organizational Intelligence Institute - a Skyline Group Company in collaboration with Drexel University. The HR Analytics Project is the largest study to date in terms of number of company participants representing the Fortune 1000 and select global 500 firms. Overall, 220 distinct companies participated in the survey for this report.

Format - PDF
Size - 0.8 MB
Research Participant - FREE
List Price - FREE (previously $399)




Resources

Our resources are specifically designed to serve the needs of leaders whether you are a senior manager or C-level executive.

Moving Beyond The Gender Conversation Research To Uncover The Most Effective Situational Leadership Behaviors

by Skyline Group ; Jan 1, 1900

Challenges to effective leadership continue to grow in complexity. One area of leadership that is gaining considerable attention pertains to masculine and feminine expressions of leadership that both men and women use interchangeably. Women continue to face roadblocks as leaders regardless of which gender expression they use, and our research highlighted some very interesting surprises about the obstacles they encounter.

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Beyond Gender - Changing the Leadership Conversation

by Thuy Sindell & Stacy Shamberger; Jul 18, 2016

We need to move the conversation beyond gender and instead look at developing well-balanced leaders—what all leaders, male and female, can do to become more effective. The solution isn’t as simple as telling women to adopt more masculine traits. Leadership competencies exist on a spectrum, and leaders need to understand when acting in a masculine or feminine way will be more effective.

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C4X - Revolutionizing Leadership Development

by Skyline Group; Jun 15, 2016

Companies demand a new approach to leadership development, one that addresses the shortcomings identified above and does so through a technology-driven solution. This white paper provides an overview of what we believe is one of the most innovative and better solutions to what has been offered on the market to developing leaders: Skyline Group’s C4X Coaching for Excellence platform.

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C4X Client Case Study: Medidata

by Skyline Group; Apr 13, 2016

A Fast-Growing Leader in Clinical Technology with Ambitious Revenue Goals Deploys C4X to Successfully – and Cost-Effectively – Build its Leadership Capabilities.

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The Disengaged Leader aka Bad Boss Research Report 6.28.2015

by Skyline Group; Jun 30, 2015

Disengaged leaders and bad bosses create an unhealthy work environment, which in turn makes employees miserable. In a previous study conducted by the Organizational Intelligence Institute, we learned that leaders have a multiplying and cascading effect (i.e., ripple effect) on their organizations and teams by virtue of their role.

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The Hidden Drivers of Leader Engagement Part I

by Dr. Salvatore Falletta; Mar 5, 2015

In a recent report published by The Economist, it was revealed that leader engagement levels are directly related to workforce engagement levels. According to the report, 4 in 5 senior leaders consider employee engagement to be a risk factor for business. Yet, the report also indicated that only 1 in 10 senior leaders are highly engaged and willing to go the extra mile for their organizations.

The purpose of the Leader Engagement Survey was to gain insight into the primary drivers (i.e., factors, variables, and value propositions) that affect leader engagement. A corollary purpose of this research is to examine how these engagement drivers might vary by various demographic variables and workforce segments.

» Download PDF File

Employee Data Lake: Sink or Swim!

by Dr. Salvatore Falletta & Tony Deblauwe; Dec 2, 2014

The concept of a "data lake” with respect to Big Data represents the aggregation of a variety of data sources both structured and unstructured in one place such as email, chats, financial records, etc. Using a number of mathematical algorithms and business intelligence tools, companies are organizing and making sense of these disparate data sources through advanced analytics to make better business decisions.

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The Disengaged Leader

by Stacy Shamberger; Jun 27, 2014

There is an estimate that disengaged employees cost the US between $450 and $550 billion dollars per year. With all this information about the impact of the disengaged employees you really don’t see or hear much about the Disengaged Leader (DL) or manager.

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10 Critical Reasons For Business Driven Surveys

by Salvatore Falletta; Jan 21, 2014

This succinct article identifies why business driven and aligned surveys are critical to company success and lists the top ten surveys that all companies should be considering at different key times.

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Leaping Ahead With Organizational Intelligence Surveys

by Salvatore Falletta; Aug 21, 2013

Organizational intelligence surveys measure employee engagement at each of these levels and more. They are broader than employee engagement surveys, yet concise and more focused than traditional employee satisfaction surveys (i.e., those antiquated and ridiculously lengthy surveys with 100-150 items).

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If your strategy is merely to copy what others do, then by definition the best you can hope for is perfect imitation.
- Drs. Jeffrey Pfeffer and Robert I. Sutton, Harvard Business School Press